Welcome to: The Myers-Briggs Type Indicator, Interaction Style, and Temperament Self Discovery

1. Welcome to:The Myers-Briggs Type Indicator,Interaction Style,and TemperamentSelf Discovery Bill Howlett Sr. Analyst, HR OD & Trng Ext. 1942

2. OBJECTIVES • To increase self understanding and improve personal effectiveness in the workplace • To utilize Interaction Style, Temperament, and Type dynamics to help us appreciate ourselves and others so as to make constructive use of individual differences • To have FUN!

3. INTRODUCTIONS • Name • Where you work • What kind of work do you prefer? • What irritates you most on the job? • What kind of employees are most difficult for you to work with? • Hobbies/Interests or how you like to spend your weekends

4. GROUND-RULES • We all have something to learn and teach • We are all in this together • Questions are encouraged • Everything is open to discussion • Be respectful of the speaker • Everything said in the room and workshop data is confidential • You, ultimately, decide your type • No Best Type • Other Ground-rules/expectations

5. Behaviors Talents Values Core Self Developed Self Contextual Self

6. Directing Pick up some milk on your way home. Please mail these letters on your way to work. Informing “I had some cereal this morning and we were all out of milk…. I’m thinking of making pudding tonight, but won’t be able to without milk….” “I did all my bills last night…they’re due in 6 days…I’ll need to get them posted today…” Communication StylesWays to Influence

7. Initiating Initiates first moves Reach out Interact Fast Pace Expressive Gestures Animated Lively Responding Respond to other’s first moves Reach in Reflect Slow pace Contained gestures Silent or quiet Sedate RolesPace and Energy

8. Interaction Style Two ‘disorders’ when interacting with others: • Be Like Me (BLM) • Be Like Them (BLT) “To understand himself man needs to be understood by another. To be understood by another, he needs to understand the other.” -Thomas Hora Interaction style addresses our styles of interacting with others – how we try to influence them and relate to them. It often determines whether we listen to someone or not and whether we like someone.

9. Contextual Self Developed Self Core Self Basic Treeness • Is Inborn The Nature of Interaction Styles All behavior is communication! • Remains Constant • Drives Behavior • Dynamic, Not Static; Influencing, Not Limiting • Is a Pattern • Is Organic • Is a Communication - Linda V. Berens, PhD

10. Core Beliefs - What Resonates? It’s worth the time to integrate and reconcile many inputs It’s worth the effort to think ahead to reach the goal It’s worth the risk to go ahead and act or decide It’s worth the energy to involve everyone and get them to want to…

11. Core Beliefs - What Resonates? It’s worth the time to integrate and reconcile many inputs. I have faith that we can make it all work out in the end. It’s worth the effort to think ahead to reach the goal. I have faith in the process to get us there. It’s worth the risk to go ahead and act or decide. I have faith that we can control for whatever happens. It’s worth the energy to involve everyone and get them to want to… I have faith that whatever emerges in the interaction will move us forward.

12. Drive to Accomplish Get an Achievable Result Quick Decisions Control Resources Remove Obstacles Take Rapid Action and Get Results Supervise Mobilize Execute Mentor In-Charge Interaction Style

13. Drive to Anticipate Get a Desired Result Course of Action/ Points of Reference Movement and Progress Keep on Track Plan Conceptualize Analyze Foresee and Illuminate Deliberate Decisions Chart-the-Course Interaction Style

14. Drive to Involve and Be Involved Move the Group to Action Get an Embraced Result Interaction Facilitate the Process Make Things Easy Discover Explore Share Insights Consensual Decisions Get-Things-Going Interaction Style

15. Drive to Integrate Reconcile Many Inputs Get the Best Result Possible Understand and Work with the Process Work Toward the Wanted or Needed Outcome Support Define Produce Clarify Consultative Decisions Behind-the-ScenesInteraction Style

16. Self-Discover

17. Interaction Styles – Things In Common • Responding • Respond to other’s first moves • Reach in • Reflect • Slow pace • Contained gestures • Silent or quiet • Sedate Chart the Course Behind the Scenes Movement Control • Informing Communications • Motivation • Evoke buy-in • Inform about… • Inquire • Inspire belief • Seek input • Emergent processes • Directing Communications • Task accomplishment • Time to get task done • Tell or ask directly • Direct actions • Give structure • Urge completion • More definite I/O Best possible result Best action to take? Quickest start? Resources – fastest result In Charge Get Things Going • Initiating • Initiating first moves • Reach out • Interact • Fast pace • Expressive gestures • Animated • Lively

18. Interaction Style:Which Fits You?

19. Take 10! Break!!!

20. Behaviors Talents Values Core Needs Basic Treeness The Nature of Temperament • Is Inborn • Remains Constant • Drives Behavior • Dynamic, Not Static; Influencing, Not Limiting • Is a Pattern - David Keirsey, PhD

21. Best Job/Worst Job - Skills Best Job Worst Job

22. Favorite Skills Worksheet Diplomatic Skill Set Logistical Skill Set Diplomacy – clarifying, unifying, individualizing, inspiring, mediating… Logistics – organizing, planning, facilitating, inspecting, supporting… Strategic Skill Set Tactical Skill Set Strategy – engineering, conceptualizing, theorizing, coordinating, designing… Tactics – composing, producing, motivating, operating, executing…

23. Freedom to Act Now! Impact/ Skillful Performance Action and Variation Tactics Aesthetics Trouble Shoot Spontaneity and What’s Next Tool Intelligence Artisan Temperament

24. Responsibility Membership Logistics Traditions Conserve Stabilize Security Useful Service and Duty Guardian Temperament

25. Knowledge and Competence Mastery Understanding Insight Concepts and Ideas Strategy Design Logic Categories and Why Rational Temperament

26. Becoming One’s True Self Meaning and Significance Human Potential Empathic Relationships Authenticity Diplomacy and Unity Integrity and Ethics Growth Idealist Temperament

27. Self-Discover

28. Affiliative • Cooperation and agreement • Want to get along and have agreement • Seek interdependence • Complementary – Exchange different kinds of behaviors • Sanction – Want everyone to work within the norms or values of the group Temperament – Things In Common Guardians Idealists • Concrete Realistic • The body’s eye • Perceptions • Literal • Indicative • Observation • Factual • Sensation • Detailed Descriptions • Abstract Idealistic • The mind’s eye • Conceptions • Figurative • Symbolic • Meaning • Fictional • Intuition • Concepts and Patterns Sequential Structure Motives Meaning behind behaviors Multidimensional What’s in it for them • Pragmatic • Autonomy & outcomes • Do what it takes to get the desired outcomes • Seek independence • Symmetrical – Exchange the same kind of behaviors • Expedience – Want to call shots on own acions to meet goals, regardless of norms Rationals Artisans

29. Temperament Patterns:Which Fits You?

30. Four Interaction Styles in Each TemperamentWhere Do You Fit? Abstract Concrete Directing Informing Directing Informing Idealist Guardian Initiating Responding Affiliative Rational Artisan Initiating Responding Pragmatic

31. Myers-Briggs Type IndicatorPreferred Mental Processes Was developed by: • Katherine Briggs • Isabel Briggs Myers It is based on: • Carl Jung’s “Theory of Psychological Types”

32. If you were given two more weeks of vacation – how would you spend them? How we get our ENERGY Extraversion Introversion E I We use both, but one is Preferred and generally better developed

33. PREFERENCES FOR Extraversion Behaviors Introversion Behaviors Is Energized by outer experiences, people and activity Is Energized by inner experiences, privacy and reflection Prefers to take action now, and reflect later Prefers to reflect before taking action Openly express thoughts, ideas and feelings Cautious about expressing personal information Clarifies input by discussing and ‘Thinking Out Loud’ Clarifies input by ‘Thinking It Over’ before speaking

34. Sensing (S) Intuition (N) Extraverted Sensing Introverted Sensing Extraverted Intuition Introverted Intuition We use both, but one is Preferred and generally better developed Perception.. Describe this object. How we gather INFORMATION

35. PREFERENCES FOR Intuition Behaviors Sensing Behaviors Looks toward the Future, Looks for Information in the Possibilities to Come Lives in the Present, Looks for Information in the Realities of Now Prefers a Practical, Hands on approach Prefers an Imaginative Approach

36. PREFERENCES FOR Sensing Behaviors Intuition Behaviors Attention is drawn to patterns and relationships Attention is drawn to pieces or parts Prefers to focus on “Big Picture,” to understand how pieces fit Prefers to focus on details to understand concepts

37. PREFERENCES FOR Sensing Behaviors Intuition Behaviors Takes things in order, one step at a time Takes things in any order, skips or misses steps Likes novelty, variety, setting own standards Likes consistency, routine, established procedures

38. Sensing Stereotypes Intuition Stereotypes N’s can think S’s are too literal and materialistic S’s can think N’s are unrealistic dreamers How Do These Preferences Help Each Other? S’s help... N’s help...

39. Thinking (T) Feeling (F) Extraverted Thinking Introverted Thinking Extraverted Feeling Introverted Feeling We use both, but one is Preferred and generally better developed Judgment.. Define Conflict How we make DECISIONS

40. PREFERENCES FOR Thinking Behaviors Feeling Behaviors Truth & Justice Relationships & Harmony Decisions based on universal principles Decisions based on personal value What I think would work out best for all concerned is if we… Logic would dictate that the most efficient course of action would be... Prefers to analyze Prefers to empathize

41. PREFERENCES FOR Thinking Behaviors Feeling Behaviors Prefers an Objective view from Outside the situation Prefers a Subjective view from Inside the situation Most Concerned with Fairness Most Concerned with Uniqueness

42. PREFERENCES FOR Thinking Behaviors Feeling Behaviors First Impulse is to Correct, Improve and Critique First Impulse is to Appreciate and Encourage Expects Feedback to Focus on Problem Solving First, Support Second Expects Feedback to Focus on Support First, Problem Solving Second

43. Thinking Stereotypes Feeling Stereotypes F’s can believe that T’s are cold-hearted T’s can believe that F’s are too emotional How do these preferences help each other? F’s help... T’s help...

44. Judgement J Perception P We use both, but one is Preferred and generally better developed How we organize our ENVIRONMENT You are tasked with setting a goal. How will you go about doing it?

45. Judgement Behaviors Perception Behaviors PREFERENCES FOR Prefers an organized environment Prefers a flexible environment NEVER PUT OFF ‘TIL TOMORROW WHAT YOU CAN PUT OFF UNTIL THE DAY AFTER TOMORROW NEVER PUT OFF ‘TIL TOMORROW WHAT YOU CAN DO TODAY Prefers to plan well in advance Meets deadlines at the last minute

46. I am…. Mental Processes Orientation to the World Preferred World E/I S/N T/F J/P

47. ISTP ISTJ INTJ INFJ INFP ISFP ISFJ INTP ESTJ ENTJ ENFJ ESTP ESFP ENFP ESFJ ENTP Integration of Self Discovery Abstract Concrete Directing Informing Directing Informing Idealist NF Guardian SJ Initiating Responding Affiliative Rational NT Artisan SP Initiating Responding Pragmatic

49. Take 10! Break!!!

50. THE MBTI REPORTS Some of your key: • Preferences • Tendencies • Characteristics ...but not all of them