Using the MBTI Step II assessment in coaching

Transcription

1 Kindly sponsored by Using the MBTI Step II assessment in coaching Jean M. Kummerow, Ph.D. Minneapolis, Minnesota, USA

2 Overview Your level of knowledge What is the Step II assessment? How Step II adds to the understanding of the Step I framework Applying Step II concepts to coaching

3 Your Step II knowledge 1. This is brand new to me 2. I ve taken it 3. I ve completed training on it 4. I ve used it with some clients 5. I use it whenever I can

4 Step II assessment Purpose: to identify and describe a person s individuality within his/her type Origins: expanded set of items

5 Step II assessment provides More diversity in results one in billions Understanding how those of the same Type differ from one another Help in resolving Type indeterminacy the but I do both comment Greater trust in the results because they are closer to an accurate description

6 Step II individualisation by Identifying five facets of each preference pair Providing three scoring categories Interpreting facets in the context of the underlying preference Assigning additional decision-making styles based on the first two Thinking-Feeling facets

7 Step II individualisation by Providing three scoring categories Left pole (E, S, T, J) o Extraversion: Initiating, Expressive, Gregarious, Active, Enthusiastic Right pole (I, N, F, P) o Intuition: Abstract, Imaginative, Conceptual, Theoretical, Original Midzone

8 Step II individualisation by Interpreting those facets as In-preference (IPS): score of 2-5 on same side as underlying preference o Initiating Extravert Out-of-preference (OOPS): score of 2-5 on opposite side of underlying preference o Initiating Introvert Midzone: score of 0 or 1 to either side

9 Why a Midzone? Facets have fewer items and are more narrowly defined Identifying an accurate statistical midpoint is not possible Respondents with scores of 0 and 1 report specific, consistent behaviours and attitudes that differ markedly from respondents with scores of 2-5

10 Step II individualisation by Assigning additional decision-making styles based on a matrix of scores on Logical-Empathetic and Reasonable-Compassionate

11 Step II individualisation by Identifying five facets of each preference pair Providing three scoring categories Left pole (E, S, T, J) Right pole (I, N, F, P) Midzone Interpreting those facets as In-preference Out-of-preference Midzone Assigning additional decision-making styles based on the first two Thinking-Feeling facets

12 In other words Piling on the profiles Figuring out the fun facets Out-of-the ordinary outcomes Multiple meanings of Midzones Deciphering decision-making Portraying profound profiles From MBTI Step II User s Guide by J. Kummerow & N. Quenk

13 When to use the Step II assessment in coaching Whenever you use the Step I When you want to identify specific behavioural possibilities associated with a preference Factors to consider Expense Time for interpretation Your knowledge

14 Extraversion Introversion facets

15 ESTJ s E-I facets

16 Sensing Intuitive facets

17 ESTJ s S-N facets

18 Thinking Feeling facets

19 ESFP s T-F facets

20 Judging Perceiving facets

21 INTJ s J-P facets

22 Decision-making styles Step I results: Thinking (T) or Feeling (F) Step II results: Ideal decision-making style: Logical and Empathetic Plus Actual decision-making style: Reasonable-Compassionate Jean M. Kummerow and Naomi L. Quenk, Working with MBTI Step II Results 2004 by CPP, Inc. Permission is hereby granted to reproduce this overhead master for workshop use. Duplication for any other use, including resale, is a violation of copyright law. MBTI is a trademark or registered trademark Jean M. Kummerow, of the Myers-Briggs Ph.D., Type All Indicator rights reserved. Trust in the United States and other countries.

23 Decision-making styles Logical (T) and Reasonable (T) Empathetic (F) and Compassionate (F) Empathetic (F) and Reasonable (T) Logical (T) and Compassionate (F) Midzone with underlying Feeling (F) Midzone with underlying Thinking (T) Jean M. Kummerow and Naomi L. Quenk, Working with MBTI Step II Results 2004 by CPP, Inc. Permission is hereby granted to reproduce this overhead master for workshop use. Duplication for any other use, including resale, is a violation of copyright law. MBTI is a trademark or registered trademark Jean M. Kummerow, of the Myers-Briggs Ph.D., Type All Indicator rights reserved. Trust in the United States and other countries.

24 Decision-making styles summary Logical and Reasonable (27% US; 45.6% UK) Use logic in your ideal and actual decision-making Empathetic and Compassionate (36% US; 10.6% UK) Use values and feelings in the ideal and in reality Empathetic and Reasonable (5% US; 0.8% UK) First use your values and feelings as you ponder the decision The actual decision is made with logic Jean M. Kummerow and Naomi L. Quenk, Working with MBTI Step II Results 2004 by CPP, Inc. Permission is hereby granted to reproduce this overhead master for workshop use. Duplication for any other use, including resale, is a violation of copyright law. MBTI is a trademark or registered trademark Jean M. Kummerow, of the Myers-Briggs Ph.D., Type All Indicator rights reserved. Trust in the United States and other countries.

25 Decision-making styles summary Logical and Compassionate (3% US; 5.6% UK) First use logic as you mull over the decision The actual decision is made with feelings and values Two different Midzone patterns (29% US; 37% UK) Use both your Thinking and Feeling processes However, in ambiguous situations, rely more on your basic preference, either Thinking or Feeling Jean M. Kummerow and Naomi L. Quenk, Working with MBTI Step II Results 2004 by CPP, Inc. Permission is hereby granted to reproduce this overhead master for workshop use. Duplication for any other use, including resale, is a violation of copyright law. MBTI is a trademark or registered trademark Jean M. Kummerow, of the Myers-Briggs Ph.D., Type All Indicator rights reserved. Trust in the United States and other countries.

26 Career decision-making SENSING Concrete: Do I have the skills to do the job? Realistic: Does it pay enough to support my needs? Practical: Are there structures and resources in place so that I can do the job? Experiential: Will the organisation provide adequate training for me? Traditional: Will I be proud to be part of this organisation? THINKING Logical: What are the pros/cons of the job for me? Reasonable: How will taking this job affect my career? Questioning: Can I get all my questions answered? Critical: Are there any flaws in the job/organisation that I can t live with? Tough: Will I have the authority to follow through on my decisions? INTUITION Abstract: What is missing from the way this job is being portrayed? Imaginative: Will the job change with the times so I won t become obsolete? Conceptual: Will I have the opportunity to use my own ideas? Theoretical: How does this fit with my broader interests? Original: Will I be able to contribute in my own way? FEELING Empathetic: What do I like/dislike about the job? Compassionate: Am I going to be treated the way I want to be treated? Accommodating: Is there sufficient harmony for me to be comfortable? Accepting: Does the organisation welcome a broad range of ideas and methods? Tender: Do co-workers treat each other kindly and with consideration? Jean M. Kummerow and Naomi L. Quenk, Working with MBTI Step II Results 2004 by CPP, Inc. Permission is hereby granted to reproduce this overhead master for workshop use. Duplication for any other use, including resale, is a violation of copyright law. MBTI is a trademark or registered trademark Jean M. Kummerow, of the Myers-Briggs Ph.D., Type All Indicator rights reserved. Trust in the United States and other countries.

27 Principle Use strengths to develop a perceived weakness Pick 1 facet pole to develop Identify 2-3 facet poles to help out

28 ISTJ example Develop Accepting (F) Use Initiating (E) Concrete (S) Systematic (J)

29 Coach this INTJ Senior Accounting Manager Initiating (E OOPS) Active (E OOPS) Logical (T) Reasonable (T) Questioning (T) Critical (T) Tough (T) Systematic (J) Planful (J) Scheduled (J) Contained (I) Imaginative (N) Conceptual (N) Theoretical (N) Emergent (P OOPS) Issue: does not give enough direction/structure to his staff

30 Your turn Pick a facet pole you d like to develop either for yourself or for a client E-I facet poles S-N facet poles T-F facet poles J-P facet poles Identify other facets you could use to help Discuss how to make that development happen

31 Jean s Step II Name Contained, Reflective, Imaginative, Conceptual, Original ESTJ

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33 Thank you