Building the Course Team

1. Building the Course Team

2. Myers-Briggs Type Indicator • Learning Outcomes • Learning about your own personality type and how this influences your leadership and working style • Apply type theory to help us work with, and manage individuals and teams. • Competency Areas of the iCVF • Developer/Deliverer/Broker *** cuts across most

3. Carl Jung: Psychological Types (1922) Theory of Personality Individual behavior has distinct patterns & characteristics Sensing Perception - how you take in information Jungian Theory iNtuition Introvert Energy - how you focus and direct your attention & energy Extravert Thinking Judgement - how you make decisions Myers-Briggs Feeling

4. Extraversion • People who prefer Extraversion tend to focus on the outer world of people and things. • Extraverts will probably appear to be more: • Active • Spontaneous • Relaxed • Enthusiastic • “Other” oriented • Like Variety

5. Introversion • People who prefer Introversion tend to focus more on their inner world of ideas. • Introverts will probably appear to be more: • Reserved • Passive • Quiet • Intense • Reflective • Do one thing at a time

6. E & I in Work Situations • Extraverts • Are attracted to the outer world of people and events • Are aware of who and what is around them • May not be aware of what is going on inside themselves • Enjoy meeting and talking with new people • Are friendly, verbally skilled and easy to know • Speak out easily and often at meetings • Can seem shallow; get bored and restless if alone too long • Introverts • Are attracted to the inner world of thoughts, feelings and reflections • Are usually very aware of their inner reactions • May not be aware of the outer world around them • Have to make an effort to meet new people; can get drained and tired with people, esp. strangers • Hold back at meetings and often have trouble getting involved • Are often quiet, reserved and hard to get to know

7. Sensing • People who have a developed Sensing Function will tend to use their eyes, ears and other senses to tell them what is there and is actually happening. • Sensing Types tend to be more: • Earthy • Realistic • Practical • Observant • Steady paced

8. iNtuition • People who have a developed Intuitive Function will tend to take in information indirectly and go beyond what is real focusing on meaning, associations and relationships. • Intuitive Types tend to be more: • Idealistic • Creative • Over-committed • Looking for meaning • Imaginative

9. S & N in Work Situations • Sensing Types • Like to establish a way of doing things; practical and realistic • Work steadily, with a realistic idea of how long it will take • Are patient with routine detail • Tend to be good at a precise job • Reach a conclusion step by step • Are specific and literal when speaking and writing • Prefer: practical concrete problems vs. theoretical/abstract problems • Intuiting Types • Dislike doing the same thing over and over again, variety • Change is OK • Work in bursts of enthusiastic energy/slack periods in between • Dislike taking time for precision: impatient w. details • Like solving new problems and seeing the ‘big picture’ – • Patient with complex situations • Imaginative and inventive

10. Thinking • A person with a highly developed Thinking (not related to IQ) Function want to be logical, impersonal, orderly and systematic. • Seek an objective standard of truth - frequently good at analyzing people and situations objectively: • Firm • Exact • Fair • Argumentative • Deliberate

11. Feeling • A person with a highly developed Feeling (not emotions) function consult their own value system in making a decision. • Seek harmony in relationships and tend to deal with people tactfully: • Flexible • Heart / Inner Values driven • Need for harmony • Relaxed • Agreeable

12. T & F in Work Situations • Feeling Types • Often let decisions be influenced by their own or other people's likes and wishes • Dislike telling people unpleasant things • Like harmony at work • Relate well to most people • Need occasional praise • Decide using personal values and values of others • Good at understanding people • May seem over-emotional • Thinking Types • May hurt people’s feelings without knowing it • Tend to decide impersonally, sometimes ignoring people’s wishes • Are relatively unemotional and uninterested in people’s feelings • Need to be treated fairly • Decide using logic, facts, principles – good at spotting flaws and stating bluntly • Fairness & justice important • May seem cold

13. Judging • Those with a Judging attitude live in a planned, orderly way, wanting to control their environment. • When using Judging Function - ordering your environment, being decisive, exacting, systematic and wanting to draw closure: • Organized • Decisive • Exacting • Systematic • Drawing closure

14. Perceiving • Those with preference for Perception when dealing with the outer world like to live in a spontaneous, relaxed and adaptable style. • When using Perception, you are taking in information, keeping the options open and putting off making decisions: • Adaptable • Curious • Tolerant • Spontaneous • Avoiding conclusions

15. J & P in Work Situations • Perceptive Types • Tend to be good at adapting to changing situations • Dislike rules and limits: prefer freedom and exploring • May postpone unpleasant jobs • May have trouble making decision, or have no plan • Don’t mind leaving things open for alterations • May start too many projects and have difficulty in finishing them • May seem disorganised • Judging Types • Best when they can plan their work and follow the plan • May decide things too quickly • May not notice new things that need to be done • Tend to be satisfied once they reach a judgment • Dislike interrupting current project for more urgent one • Good at deadlines • Plan ahead to avoid rushing • May seem rigid and demanding

16. MBTI Type Table-Teams / Classes16 broad personality types: does not limit you to a box

17. Course Coordinator Scenarios Scenario 1: • You receive the eVALUate Course Summary Report that indicates there are two units that are really underperforming. One unit is taught by a respected, long standing, senior staff member, John Brown, who is also older than you. The results for this unit have shown <60% agreement for overall satisfaction for two consecutive semesters. The other unit has been coordinated by a relatively inexperienced staff member, Judy Smith, and has gone from having 87% to <60% agreement for overall satisfaction. What do you need to consider to solve the problem (assuming there are no changes in resourcing over this time)?

18. Course Coordinator Scenarios Scenario 2: • You have several sessional staff teaching in a unit for you. In moderating the unit results, you identify that one of the sessional staff Paris Sheraton, consistently marks much harder than the other staff, despite you providing clear direction on use of the marking rubric. The staff member is difficult to communicate with and does not respond to your emails. What do you need to consider to solve the problem?

19. Course Coordinator Scenarios Scenario 3: • The Course Summary Report indicates that three units in the course have <60% agreement for the item on feedback. Tom and Jerry are involved in teaching two units and are willing to examine strategies to improve this aspect. Jack and Jill, involved in teaching another unit are not. Margaret is prepared to discuss her situation but argues that nothing seems to make the students happy. (Assume all staff have a similar workload). What do you need to consider to solve the problem?