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MBTI Managing and Leading Change
© Copyright OPP Ltd 2012. All rights reserved. ® Myers-Briggs Type Indicator, Myers-Briggs, MBTI and the MBTI logo are registered trade marks of the MBTI Trust, Inc. in the United States and other countries. OPP Ltd is licensed to use the trade marks in Europe.
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The four dimensions of type
How do you deal with the world around you?
JUDGING PERCEIVING
What process do you use to make decisions?
THINKING FEELING
What kind of information do you prefer to use?
SENSING INTUITION
Where do you get your energy from?
EXTRAVERSION INTROVERSION
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Type and Team – Individual Differences
If only a single representative of a preference; the team may fail to appreciate the characteristics of that preference
Teams that appreciate different types experience less conflict.
Teams that succeed encourage learning from different preferences
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Change
Consider a change scenario that you may need to lead people through in the future
Or, reflect on a change scenario that you have either led or been part of.
We will now explore this through the lens of MBTI
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The four dimensions of type
How do you deal with the world around you?
JUDGING PERCEIVING
What process do you use to make decisions?
THINKING FEELING
What kind of information do you prefer to use?
SENSING INTUITION
Where do you get your energy from?
EXTRAVERSION INTROVERSION
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Es and Is
What was your first reaction/steps when you first learnt about the change
How would you like to communicate (be communicated with) regarding the change?
What do you think your opposites would need?
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Feedback
How did you react?
What would your opposites need if you were to work effectively?
One point of each from each group
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Tend to act before thinking
Prefer to get into action
Talk things through
More expressive when interacting
Gain energy from interaction
Have a breadth of interests
Tend to think before acting
Prefer to spend time on reflection
Think things through
More contained when interacting
Gain energy from concentration
Have a depth of interests
Characteristics M
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E v I
Es think Is are withholding information; but Is are processing internally
Is think Es are changing their minds when they are processing options externally
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Type at work
Extraversion
Action over reflection
Talk things over
Spoken communication
Share thoughts freely
Act and respond quickly
Get involved with those around them
Enjoy group work
Put self in foreground
Introversion
Reflection over action
Think things through
Written communication
Guard their thoughts
Consider and think deeply
Defend against external demands
Enjoy working alone
Stay in the background
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Type at work
Extraversion
Speak-think-speak
Favour energetic atmosphere
Desire action orientated leader
Enthusiastic approach to change
Group problem solving
Too little interaction is stressful
Introversion
Think-speak-think
Favour a calm atmosphere
Desire a contemplative leader
Measured approach to change
Individual problem solving
Too much interaction is stressful
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Team Communication
Extraversion
Share things openly
Large group interaction
Enthusiastic and activity orientated
Want fellowship
Introversion
Keep things to themselves
Seek small group interaction
Calm and reserved
Want autonomy
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Team Culture
An “extraversion culture”
Offers a variety of experiences
Seeks and values inputs from a variety of stakeholders
Respond to external expectations
Look for outside assistance when necessary
An “introversion culture”
Offers in-depth experiences
Seeks and values inputs from a chosen few
Focuses on internal objectives
Relies on inner resources
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The four dimensions of type
How do you deal with the world around you?
JUDGING PERCEIVING
What process do you use to make decisions?
THINKING FEELING
What kind of information do you prefer to use?
SENSING INTUITION
Where do you get your energy from?
EXTRAVERSION INTROVERSION
MBTI®
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Ss and Ns
What information would you need about the change process to feel comfortable?
What do you see as your best contribution to the change process?
What do you think your opposites needs are?
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Feedback
What were your information needs?
What do you see as your best contribution?
What about working with your opposites
One point of each from each group
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Ss and Ns
S
Focus on specifics
Value clarity
Feel uncomfortable with vagueness
Clear road map for change
N
Focus on the big picture
Comfortable with ambiguity
May find too much detail stifling
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S v N
Ss think Ns are changing their minds when Ns are generating possibilities
Ns think Ss are unimaginative when they are being realistic about practicalities
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Type at work
Sensing Hear facts and details first Prefer the tried and tested Pragmatic Desire predictability Solutions based on past experiences Practical application What to know what is…. Value realism
Intuition General concepts first New and untried Emphasise the theoretical Desire change Innovation and inspiration Future possibilities What could be…. Value imagination
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Type at work
Sensing Talk in specific terms Value being surrounded by realistic people Pragmatic leadership Proceed step by step during change Employ established problem solving methods Could feel stressed when dealing with too many abstract theories
Intuition Talk in general terms Value being surrounded by imaginative people Visionary leadership Jump from step to step during change Prefer to create new problem solving methods Could feel stressed when dealing with too many specific details
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Team Communication
Sensing
Enjoy practical conversations
Move from point to point in a linear fashion
Detailed descriptions
Enhance messages with tangible experience
Intuition
Enjoy clever conversations
Skip around making connections
Metaphorical descriptions
Enhance messages with imagination and ingenuity
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Team Culture
A “sensing culture”
Flourishes when using well established procedures
Values specifics and realism
Relies on and trusts experience
Appreciates practicality
An “intuitive culture”
Flourishes using creativity and innovation
Values hunches and insights
Relies on and trusts inspiration
Appreciates imagination
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IS – thoughtful realist
Time to think
Practicalities
Step by step
IN – thoughtful innovator Let me work with my own ideas
Ideas and concepts
Change that has impact
ES – Action oriented
realist
Practical results
Let me talk about the detail with others
Step by step
EN – Action oriented
innovator
Look at ideas and concepts with others
Challenge my imagination
Change the world
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The four dimensions of type
How do you deal with the world around you?
JUDGING PERCEIVING
What process do you use to make decisions?
THINKING FEELING
What kind of information do you prefer to use?
SENSING INTUITION
Where do you get your energy from?
EXTRAVERSION INTROVERSION
MBTI®
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Ts and Fs
What information would you need about the decision-making processes that underpin the change?
If the change is to effect teams what would you consider?
What do you think your opposites needs are?
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Feedback
What would you need from the decision making processes?
What is important to you regarding the people side of change?
What about working with your opposites
One point of each from each group
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Characteristics
Apply logical reasoning
Use cause and effect analysis
Seek objective truth
Decide using impersonal criteria
Focus on tasks
Provide a critique and support
• Apply individual values
• Understand others’ viewpoints
• Seek harmony
• Decide by personal circumstances
• Focus on relationship
• Offer praise and support
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T v F
Ts think Fs are over-personalising things when they focus on the effects of decisions on individuals
Fs think Ts are harsh when they take an objective stand point
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Type at work
Thinking Logical clarity Question first Interest in data Know when logic is needed Prefer things to be objective Detached decision making Searches for flaws in arguments Strives to be fair
Feeling Emotional clarity Accept first Interest in people Know when support is required Prefer to be personal Value driven decisions Searches for points of agreement Strives to be compassionate
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Type at work
Thinking Offer objective advice Want standards that are fair to people Desire just leadership Prefer change to be logical Look at problems in terms of cause and effect Could find incompetence stressful
Feeling Offer supportive advice Want standards that are sympathetic to people Desire compassionate leadership Prefer change to be harmonious Look at problems in terms of impact on people Could find lack of cooperation stressful
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Team Communication
Thinking
Exhibit scepticism
Examine conflict to find the truth
Be business-like
Start with critique
Feeling
Exhibit caring
Avoid conflict to maintain harmony
Be sociable
Start with praise
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Team Culture
A “thinking culture”
Uses principled-centred decision making
Is business like
Values critical feedback
Prefers to apply policies consistently
A “feeling culture”
Uses values-centred decision making
Is warm and friendly
Wants positive feedback
Prefers to make exceptions to policies
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Focus and Values
ST SF NF NT
Focuses on:
• Specifics
• Logical
implications
Focuses on:
• Specifics
• Impact on
people
Focuses on:
• Concepts
• Impact on
values
Focuses on:
• Concepts
• Logical
options
Values:
• Efficiency
• Responsibility
Values:
• Personal
loyalty
• Being treated
as an
individual
Values:
• Loyalty to the
organisation
• Making a
difference in
the world
Values:
• Competence
• Options that fit
the needs of
the
organisation
So remember:
State the facts
So remember:
Focus on the
personal/people
side
So remember:
Support their
vision
So remember:
Give logical
options
MBTI®
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© Copyright 2012 OPP Ltd. All rights reserved.
The four dimensions of type
How do you deal with the world around you?
JUDGING PERCEIVING
What process do you use to make decisions?
THINKING FEELING
What kind of information do you prefer to use?
SENSING INTUITION
Where do you get your energy from?
EXTRAVERSION INTROVERSION
MBTI®
Gro
up F
eedback
© Copyright 2012 OPP Ltd. All rights reserved.
Js and Ps
How would you plan for change?
What aspects of the change process would you be concerned with?
What do you think your opposites needs are?
MBTI®
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Feedback
How would you plan for change?
What aspects are you concerned with?
What about working with your opposites
One point of each from each group
MBTI®
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Characteristics
Keep a range of choices available
Remain flexible
Respond to emerging information
Prefer to go with the flow
Prefer to be spontaneous
Like to come to closure
Make plans
Act in a controlled way
Prefer to act within a structure
Prefer to schedule activities
Remember, Judging isn’t ‘judgmental’ and Perceiving isn’t ‘perceptive’
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J v P
Js think Ps are procrastinating when they are keeping options open
Ps think Js are rigid when they are scheduling tasks and activities.
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Type at work
Judging Settled and ordered Finish before the deadline Focus on goals and results Limits surprises Draws conclusions Commits to plans Sees routines as effective Trusts the plan
Perceiving Flexible and open Finish at the deadline Like to see what turns up Enjoys surprises Stays tentative Reserves the right to change plans Sees routines as limiting Trusts the process
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Type at work
Judging
Want communication to be systematic
Like schedules
Prefer leaders to be planful
Take an outcome-orientated approach to change
Comfortable moving towards a fixed solution
Find indecisiveness stressful
Perceiving
Want communication to be spontaneous
Prefer environment to be flexible
Like the leader to be adaptable
Take a process-orientated approach to change
Comfortable keeping options open
Find premature closure stressful
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Team Communication
Judging
Use decisive words (concluded, decided, planned)
Offer fixed positions
Orientate discussions towards results
Dislike being sidetracked
Perceiving
Use hedging words (perhaps, maybe, tend to)
Offer tentative possibilities
Orientate discussions toward possibilities
Like being sidetracked
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Team Culture
A “judging culture”
Finds steadiness and thoroughness important
Adheres to routines
Wants defined goals and outcomes
Puts work before play
A “perceiving culture”
Finds flexibility and adaptability important
Maintains a minimum of routines
Wants general parameters and openness
Combine work and play