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1
Using Myers Briggs to Better
Understand Yourself & Others
Allyson Aragon-Fenton
July 17, 18 &19, 2013
Wednesday - Friday – 8:00 a.m. – 9:30 a.m. & 9:50 - 11:20 a.m.
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Housekeeping
• Times - 8:00 - 9:30 a.m. & 9:50 – 11:20 a.m.
• Breaks
• Restrooms
• Participation
• Open Mind
• FUN!
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Workshop Objectives
• Increase self-awareness and confirm self-
perception
• Discover normal differences in people
concerning:
– Energy Source
– Information Gathering
– Decision Making
– Life Style
Using the Myers-Briggs Type Indicator in Organizations (2nd edition) by Sandra Krebs Hirsh.. © 1991 by Consulting Psychologists Press, Inc. Permission is hereby
granted to reproduce this worksheet for workshop use. Duplication for any other use, including resale is a violation of the copyright law.
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Workshop Objectives (cont.)
• Appreciate the gifts and strengths of myself
and others
• Learn how to capitalize on my strengths and
the strengths of others
• Supplement and augment those areas that I
may overlook or those areas that do not
come easily to me
• Apply the knowledge about personality type Using the Myers-Briggs Type Indicator in Organizations (2nd edition) by Sandra Krebs Hirsh.. © 1991 by Consulting Psychologists Press, Inc. Permission is hereby
granted to reproduce this worksheet for workshop use. Duplication for any other use, including resale is a violation of the copyright law.
5
Workshop Assumptions
• All of us have something to learn and something
to teach
• Everyone has a preferred pathway to excellence
• All workshop data are confidential
• We are all resources to others in the group
• “When the student is ready, the teacher will
appear”
• Individuals gain from this experience in
proportion to what they put into it
Using the Myers-Briggs Type Indicator in Organizations (2nd edition) by Sandra Krebs Hirsh.. © 1991 by Consulting Psychologists Press, Inc. Permission is hereby
granted to reproduce this worksheet for workshop use. Duplication for any other use, including resale is a violation of the copyright law.
6
Workshop Assumptions (cont.)
• Questions are encouraged
• We do not have to agree; we do need to
understand
• We will work hard, but we will have fun
• More time and help are available
• There are great variations within the 16 types
• Personality type does not explain everything
• When it comes to people, there are few simple
answers
Using the Myers-Briggs Type Indicator in Organizations (2nd edition) by Sandra Krebs Hirsh.. © 1991 by Consulting Psychologists Press, Inc. Permission is hereby
granted to reproduce this worksheet for workshop use. Duplication for any other use, including resale is a violation of the copyright law.
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Reasons for Using the MBTI®
• The MBTI is
– a self-report instrument
– non-judgmental
– an indicator of preferences
– a way to sort, not to measure
– well researched
– rich in theory
– professionally interpreted
– used internationally Using the Myers-Briggs Type Indicator in Organizations (2nd edition) by Sandra Krebs Hirsh.. © 1991 by Consulting Psychologists Press, Inc. Permission is hereby
granted to reproduce this worksheet for workshop use. Duplication for any other use, including resale is a violation of the copyright law.
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Using the MBTI® will:
• Improve relationships with clients, employees and
others as a result of better understanding
differences in personality
• Increase your understanding of your own strengths
and areas for improvement based on the
expectations of the role(s) you perform
• Provide you with information on how to develop
your non-preferences
• Help you understand how the information can help
you to be a better manager (if applicable)
Using the Myers-Briggs Type Indicator in Organizations (2nd edition) by Sandra Krebs Hirsh.. © 1991 by Consulting Psychologists Press, Inc. Permission is hereby
granted to reproduce this worksheet for workshop use. Duplication for any other use, including resale is a violation of the copyright law.
9
History of the MBTI®
• Started in 1920s by Katherine Briggs
• Her theory published in the New Republic Magazine on December 26, 1926
• Carl Jung – Swiss Psychoanalyst. His theory was published in Jung’s book, Psychological Types in 1923
• 1940s – Katherine Briggs & her daughter, Isabel Briggs-Myers created a pencil & paper inventory
Using the Myers-Briggs Type Indicator in Organizations (2nd edition) by Sandra Krebs Hirsh.. © 1991 by Consulting Psychologists Press, Inc. Permission is hereby
granted to reproduce this worksheet for workshop use. Duplication for any other use, including resale is a violation of the copyright law.
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Preference Scales
Extraversion
Sensing
Thinking
Judgment
Introversion
iNtuition
Feeling
Perception
© 1981,Otto Kroeger Associates
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Energy Source E xtraversion I ntroversion
S ensing i N tuition
T hinking F eeling
J udging P erceiving
Your four-letter type represents a preference from each of the
above four scales. Here are the sixteen possible combinations.
ISTJ ISFJ INFJ INTJ
ISTP ISFP INFP INTP
ESTP ESFP ENFP ENTP
ESTJ ESFJ ENFJ ENTJ
Perceiving Function
Judging Function
Life Style Orientation
© Otto Kroeger Associates
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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
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Perceiving Function Sensing (S) Intuition (N)
5 Senses
Facts
Trees
Details
Concrete
Present (Here & Now)
Literal
Grounded
Tangible (Hands On)
Perspiration
6th Sense
Meanings
Forest
Big Picture
Abstract
Future
Figurative
Possibilities
Conceptual
Inspiration
66-74% of US Pop 26-34% of US Pop
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Comparison of
Sensing and Intuition
Using the Myers-Briggs Type Indicator in Organizations (2nd edition) by Sandra Krebs Hirsh.. © 1991 by Consulting Psychologists Press, Inc. Permission is hereby
granted to reproduce this worksheet for workshop use. Duplication for any other use, including resale is a violation of the copyright law.
S N
Mode of Perception
Focus
Five senses
(reliance on experience
and actual data
“Sixth sense”
(reliance on possibilities
and inspiration
Practicality
Reality
Present Enjoyment
Innovation
Expectation
Future Achievement
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Comparison of
Sensing and Intuition (cont.)
Using the Myers-Briggs Type Indicator in Organizations (2nd edition) by Sandra Krebs Hirsh.. © 1991 by Consulting Psychologists Press, Inc. Permission is hereby
granted to reproduce this worksheet for workshop use. Duplication for any other use, including resale is a violation of the copyright law.
S N
Orientation
Work Environment
Live life as it is Change, rearrange life
Prefers using learned skills
Pays attention to details
Makes few factual errors
Prefers adding new skills
Looks at “big picture”
Identifies complex patterns
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Perceiving Function
Sensing iNtuition
• FACTS
• DETAILS
• LITERAL
• PRESENT ORIENTED
• DATA THROUGH 5
SENSES
• THEORETICAL
• ABSTRACT
• FIGURATIVE
• FUTURE ORIENTED
• DATA THROUGH 6th
SENSE
Otto Kroeger Associates
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Judging Function Thinking (T) Feeling (F)
Analytical
Objective
Logic
Reason
Justice
Detached
Task
Impersonal
Clarity
Consequences
Personal
Subjective
Interpersonal
Relative
Mercy
Situational
Maintenance
Relational
Harmony
40-50% of US Pop 50-60% of US Pop
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Comparison of
Thinking and Feeling
Using the Myers-Briggs Type Indicator in Organizations (2nd edition) by Sandra Krebs Hirsh.. © 1991 by Consulting Psychologists Press, Inc. Permission is hereby
granted to reproduce this worksheet for workshop use. Duplication for any other use, including resale is a violation of the copyright law.
T F
Mode of Decision Making
Focus
Decisions based on
the logic of the situation
Decisions based on
human values and needs
Things
Truth
Principles
People
Tact
Harmony
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Comparison of
Thinking and Feeling (cont.)
Using the Myers-Briggs Type Indicator in Organizations (2nd edition) by Sandra Krebs Hirsh.. © 1991 by Consulting Psychologists Press, Inc. Permission is hereby
granted to reproduce this worksheet for workshop use. Duplication for any other use, including resale is a violation of the copyright law.
T F
Orientation
Work Environment
Solves problems Supports Others
Is brief and businesslike
Acts impersonally
Treats others fairly
Is naturally friendly
Acts personally
Treats others uniquely
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Judging Function
Thinking Feeling
• OBJECTIVE
• ANALYTICAL
• NON-PERSONAL
• CLARITY
• JUST
• SUBJECTIVE
• EXPERIENTIAL
• INTERPERSONAL
• HARMONY
• MERCIFUL
Perceiving Function S N
© Otto Kroeger Associates
25
Energy Source Extrovert (E) Introvert (I)
External World -People
-Things
-Action
Overkill
Speaks to Think
Socially Gregarious
Spatially Invade
Share/Disclose
A lot of words
External Conversation
Internal World -Thoughts
-Ideas
-Concepts
Underkill
Thinks to Speak
Socially Reserved
Spatially Defined
Private
Few words
Internal Conversation
45-53% of US Pop 47-55% of US Pop
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Comparison of
Extraversion and Introversion
Using the Myers-Briggs Type Indicator in Organizations (2nd edition) by Sandra Krebs Hirsh.. © 1991 by Consulting Psychologists Press, Inc. Permission is hereby
granted to reproduce this worksheet for workshop use. Duplication for any other use, including resale is a violation of the copyright law.
E I
Energy
Directed outward toward
people and things
Directed inward toward
concepts and ideas
Focus Understand the world
Reserved and questioning
Subtle and impenetrable
Change the world
Relaxed and confident
Understandable and accessible
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Comparison of
Extraversion and Introversion (cont.)
Using the Myers-Briggs Type Indicator in Organizations (2nd edition) by Sandra Krebs Hirsh.. © 1991 by Consulting Psychologists Press, Inc. Permission is hereby
granted to reproduce this worksheet for workshop use. Duplication for any other use, including resale is a violation of the copyright law.
E I
Orientation
Afterthinkers Forethinkers
Work Environment Seeks quiet for concentration
Wants time to be alone
Prefers interests that have
depth
Seeks variety and action
Wants to be with others
Prefers interests that have
breadth
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Energy Source
Extraversion Introversion
• OUTWARD FOCUS - People
- Things
- Activities
• SPEAKS TO THINK
• DISCLOSES FREELY
Perceiving Function
Judging Function
S N
T F
• INWARD FOCUS - Thought
- Ideas
- Contemplation
• THINKS TO SPEAK
• DISCLOSES
CAUTIOUSLY
© Otto Kroeger Associates
30
Lifestyle Orientation Judging (J) Perceiving (P)
Black/White
Organized
One Right Way
Orderly
Closure
Decisive
Focused
Fixed
Structure
Lists – Use
Product
Gray
Options/Alternatives
Unlimited
Scattered
Open Ended
Choices
Diverse
Flexible
Adaptive
Lists – Lose
Process
54-60% of US Pop 40-46% of US Pop
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Comparison of
Judgment and Perception
Using the Myers-Briggs Type Indicator in Organizations (2nd edition) by Sandra Krebs Hirsh.. © 1991 by Consulting Psychologists Press, Inc. Permission is hereby
granted to reproduce this worksheet for workshop use. Duplication for any other use, including resale is a violation of the copyright law.
J P
Lifestyle
Focus
Planful Spontaneous
Decisive
Self-regimented
Purposeful
Curious
Flexible
Adaptable
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Comparison of
Judgment and Perception (cont.)
Using the Myers-Briggs Type Indicator in Organizations (2nd edition) by Sandra Krebs Hirsh.. © 1991 by Consulting Psychologists Press, Inc. Permission is hereby
granted to reproduce this worksheet for workshop use. Duplication for any other use, including resale is a violation of the copyright law.
J P
Orientation
Work Environment
Exacting Tolerant
Focuses on completing task
Makes decisions quickly
Wants only the essentials
of the job
Focuses on starting tasks
Postpones decisions
Wants to find out about
the job
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Life Style Orientation E I
Perceiving Function
Judging Function
S N
T F
Which do You Use
in the Outer World
Judging Perceiving
• Decisive
• Structured
• Planned
• Seeks Closure
• Makes Lists & Uses Them
• Open-ended
• Flexible
• Spontaneous
• Seeks Options
• Makes Lists & Loses Them
© Otto Kroeger Associates
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Interpretive Comments
for Online Inventory
Very clear preferences
26 - 30
Clear preferences
16 - 25
Moderate preferences
6 - 15
Slight preferences
1 - 5
Using the Myers-Briggs Type Indicator in Organizations (2nd edition) by Sandra Krebs Hirsh.. © 1991 by Consulting Psychologists Press, Inc. Permission is hereby
granted to reproduce this workshop use. Duplication for any other use, including resale, is a violation of the copyright law.
35
MBTI® Best Fit Worksheet
My Preferences
E/I
S/N
T/F
J/P
1. Vocabulary
(page 2)
2. Work Situation
(page 3)
3. Communication
(page 4)
4. MBTI Results
5. My “Best Fit” type
as I have finally
concluded is . . .
Using the Myers-Briggs Type Indicator in Organizations (2nd edition) by Sandra Krebs Hirsh.. © 1991 by Consulting Psychologists Press, Inc. Permission is hereby
granted to reproduce this worksheet for workshop use. Duplication for any other use, including resale, is a violation of the copywright law.
36
NF INTUITIVE FEELING
Approximately 12%
of Population
QUEST: IDENTITY
STYLE: CATALYST
PATHWAYS PITFALLS
- People Motivators - Carry/Rescue everybody
- Empathetic - Guilt Ridden
- Aware of others Feelings - Avoid Conflict
- Persuaders - Grudge Carriers
- Authority in person(s) - Flounder without Hero(s)
INFJ
INFP
ENFP
ENFJ
© 1991,Otto Kroeger Associates
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NF
- search for self
For you
Quest: Identity
Style: Catalyst
Achilles’ Heel: Guilt © 1981,Otto Kroeger Associates
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NT INTUITIVE THINKING
Approximately 12%
of Population
QUEST: COMPETENCY
STYLE: VISIONARY
PATHWAYS PITFALLS
- Conceptualizers - Mental Gymnasts
- Systems Planners - Miss Immediate
- Competent and Consistent - Complex and Theoretical
- Firm Minded and Fair - Impersonal and Aloof
- Authority is in being competent - They define competency
INTJ
INTP
ENTP
ENTJ
© 1991,Otto Kroeger Associates
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NT Why?
- principles
Quest: Competency
Style: Visionary
Achilles’ Heel: Incompetency © 1981,Otto Kroeger Associates
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SJ SENSING JUDGING
Approximately 38%
of Population
QUEST: BELONGING
STYLE: STABILIZER TRADITIONALIST
PATHWAYS PITFALLS
- Administrators - Nit Pickers
- Precise - Rigid
- Take Charge - Do Wrong Thing
- Hold Subordinates/System Accountable - Critical of Wrong
- Authority is in system/organization - Upward Accountability
ISTJ
ISFJ
ESTJ
ESFJ
© 1991,Otto Kroeger Associates
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SJ What?
Quest: Belonging
Style: Stabilizer/Traditionalist
Achilles’ Heel: Disarray/Disorganization
duty -
- decisive
- stability
© 1981,Otto Kroeger Associates
42
SP SENSING PERCEPTIVES
Approximately 38%
of Population
QUEST: ACTION
STYLE: TROUBLE SHOOTER
NEGOTIATOR
PATHWAYS PITFALLS
- Problem Solvers - Create problems when none to solve
- Practical - Low interest beyond practical
- Immediate/Resourceful - Get bored easily
- Quick Starters - Low Follow Through
- Authority is in moment - Vague idea of authority
ISTP
ISFP
ESTP
ESFP
© 1981,Otto Kroeger Associates
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When? SP
Quest: Action
Style: Trouble Shooter/Negotiator
Achilles’ Heel - Routine
impulsive -
- practicality
- enjoys the moment
-spontaneous - likes hands-on experience
- adaptable
- most joyful
© 1981,Otto Kroeger Associates
44
The Basic Three
1. Validate and learn your type, reading your
portrait occasionally to remind your of your
strengths and areas to which you may be blind.
2. Four pieces of information that can change your
life or at least the way you communicate with
others on a day to day basis.
2 things about the Ps:
• All Ps generate alternatives
• Help push them to closure. (Remember, Ps
can readily tell you what they don’t want
thereby, keeping their options open.)
© Otto Kroeger Associates
45
The Basic Three (cont.)
2 things about the Js:
• All Js moan
• Hit and Run (Give them the new data, give them
moan space” and deal with the matter later, when
they have it on their schedule.)
3. The Temperaments - A TYPEWATCHING® short cut.
© Otto Kroeger Associates
46
Pathways - Prefer things sequentially
- (makes sense)
- Deals well with details
-Random data Collectors
-Good long range planners
- Powerful people motivators
- Empathic
- Aware of others’ feelings
- Powerful Persuaders
- Authority in the person(s)
- Powerful conceptualizers
- System planners
- Competent and consistent
- Firm minded and fair
- Authority is in being competent
Pitfalls S
N
NF
NT
- Can’t wait and fill in (confusion)
- Data overload/too much – too fast
- “Intuitive leaps” – miss much
- Overlook/lose interest in details
- Carry/rescue everybody
- Guilt ridden
- Avoid conflict, “bullet biting”
- Grudge carriers
- Flounder when person(s) fails
- Mental gymnastics
- Can miss immediate
- Complex & theoretical – can’t give
a simple answer
- Impersonal and aloof
- They determine & define
“competency” © 1981,Otto Kroeger Associates
47
Pathways - Powerful administrators
- Precise
- Take charge
- Hold subordinates/system
accountable – Don’t reward
what’s expected.
- Authority is in organization/system
- Powerful problem solvers
- Immediate/resourceful
- Grounded/hands on
- Quick starters
- Authority is in the moment
Pitfalls SJ
SP
- Nit pickers
- Rigid
- Do the wrong thing
- Only critical of wrong
- Only critical of wrong
- 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
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Model of the Four Preferences
Introvert
Extravert
Preference
Perception
Judgement
Sensing
Intuition
Thinking
Feeling
Using the Myers-Briggs Type Indicator in Organizations (2nd edition) by Sandra Krebs Hirsh.. © 1991 by Consulting Psychologists Press, Inc. Permission is hereby granted to
reproduce this workshop use. Duplication for any other use, including resale, is a violation of the copyright law.
49
Allyson Aragon-Fenton
Office: (303)244-3201
Home: (303)651-9566
Cell: (303)818-3312