Type Theory. Very different from Trait Theory Behavior is expression of type Too much/little is irrelevant

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2 Type Theory Very different from Trait Theory Behavior is expression of type Too much/little is irrelevant Combination of 4 dichotomies E---I is an Attitude showing Direction of Energy S---N is a Function showing how you Perceive the World T---F is a Function showing how you Make Decisions J---P is an Attitude showing your Orientation to the Outside World Attitudes help define how you apply your Perceiving and Judging Functions

3 Direction of Energy (Attitude) Extraversion External Expressive Breadth Speak to think Interaction Sociable Introversion Internal Contained/reflective Depth Think to speak Concentration Reserved Major Source of Conflict

4 How to Function in the Outside World (Attitude) Judging Product (outcome) End Filing Systems Organized Regulate events Perceiving Process Means Piling Systems Adaptable Experience events

5 Perceiving Function Sensing (70%) Literal Details Concrete Realistic Adaptive Facts Past/Present intuitive (30%) Associative Figurative Sequential Big Picture Abstract Imaginative Concepts Meaning Future

6 Judging Function Thinking (50%) Problem 1st, People 2nd Objective More important to do it right Problem solving Clarity Justice Logic Tough-minded Cause-Effect Feeling (50%) People 1st, Problem 2nd Subjective More important to maintain connection Relationships Harmony Mercy Values Warm-hearted Impact on People

7 Your Type

8 Name Bruce Ullman Gender M Date: _9/1/99 Preference Clarity Report Form Very Clear Clear Moderate Slight Slight Moderate Clear Very Clear Extraversion..Introversion Sensing..iNtuition Thinking.Feeling Judging..Perceiving You report your overall type preference as : Temperament or Style: Inconsistent Word Pair Preferences: I S T J SJ

9 Hierarchy of Functions Dominant Function: the one you re most comfortable with and usually best at Auxiliary Function: the one you re somewhat comfortable with and fairly good at Tertiary Function: Opposite of Auxiliary Function Inferior Function: Opposite of Dominant Function and hardest to get in touch with

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11 Balance and Development Balance Ability to keep dominant and auxiliary communicating Ability to keep perceiving and judging functions communicating Spending appropriate amount of time in introverted and extraverted worlds Development Developing excellence in the dominant function Developing adequate, but not equal, auxiliary function Using the 4 functions when they fit best Bringing tertiary and inferior functions into consciousness

12 The Need for Balance Introverted Sensing Types ISTJ and ISFJ Their effectiveness depends on developing adequate judgment for dealing with the world. If (repeat lf) judgment remains childish, the world is not dealt with, the person retreats into silent preoccupation with inner reactions to sense-impressions, and not much of value is likely to result. Extraverted Sensing Types ESTP and ESFP Their net effectiveness depends on whether they develop their judgment to the point where it can balance their easygoing sensing and give some direction to their lives. If (repeat IF) their judgment is not good enough to give them any character or stick-to-itiveness, they may adapt mainly to their own love of a good time and become lazy, unstable and generally shallow.

13 The Need for Balance Extraverted intuitive Types ENTP and ENFP If (repeat IF) their judgment and self-discipline are NOT developed, they will throw themselves into ill-chosen projects, leave them unfinished, and squander their inspirations, abilities and energies on unimportant, halfdone jobs. At their worst, they will be unstable, undependable, fickle and easily discouraged. Introverted intuitive Types INTJ and INFJ If (repeat IF) their judgment is NOT developed, they cannot criticize their own inner vision, and they tend to reject all judgments from the outside. As a result, they cannot shape their inspirations into effective action. Their ideas will go to waste. and they may be regarded only as visionaries or cranks.

14 The Need for Balance Extraverted Thinking Types ESTJ and ENTJ Like other judging types, they run some risk of neglecting perception. They need to stop and listen to the other person s side of the matter, especially with people who are not in a position to talk back. They seldom find this easy, but if, (repeat, IF) they do not manage to do it, they may judge too hastily, without enough facts or enough regard for what other people think or feel. Introverted Thinking Types ISTP and INTP If (repeat, IF) they do not develop their perception, they will have too little knowledge or experience of the world. Their thinking will have no real relationship to the problems of their time, and not very much will come of it.

15 The Need for Balance Introverted Feeling Types ISFP and INFP If (repeat, IF) they do not find a way to use their energies in the service of an ideal, they tend to become oversensitive and vulnerable, losing confidence in life and in themselves. If their perception is underdeveloped, they may have so little realism that they aspire to the impossible and achieve frustratingly little. Extraverted Feeling Types ESFJ and ENFJ If (repeat, IF) they do not develop their perception, they will, with the best of intentions, act on assumptions that turn out to be wrong. They are especially likely to be blind to facts when there s a situation that is disagreeable or a criticism that hurts. It is harder for them than for other types to see things they wish were not true. If they fail to face disagreeable facts, they will sweep their problems under the rug instead of finding good solutions.

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17 Temperaments (Behavioral Patterns) Types Temperament Quest Style Achilles Heel ENFJ INFJ ENFP INFP ENTJ INTJ ENTP INTP ESTJ ISTJ ESFJ ISFJ ESTP ISTP ESFP ISFP NF NT SJ SP Identity Catalyst Guilt Competence Visionary Incompetence Belonging to Meaningful Institutions Action Stabilizer Trouble Shooter, Negotiator Disarray, Disorganization Routine or Inactivity

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21 Now circle your own preferences

22 Communicating - Cues

23 Communicating - Cues

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26 Coaches try to create harmony in the world around them, by building rapport with people, creating a positive team atmosphere, looking after people s welfare, motivating people and/or providing a service to the satisfaction of others. They value people s contributions, seek to develop the role that others play, and invest a lot of effort in building positive relationships. They try to overcome differences of opinion and find ways in which the team can agree.

27 Explorers promote exploration of new and better ways of doing things, to uncover hidden potential in people, things or situations. They break new ground, and are often looking one step beyond the current situation to pursue unexplored avenues. Explorers often challenge the status quo and experiment with the introduction of change, to see if the situation can be improved or new potential uncovered.

28 Scientists provide explanation of how and why things happen. They bring structure and organization into the inner world of ideas and understanding. They analyze things, formulating hypotheses and explanations of how they function, and gather evidence to assess how true those explanations are. They produce mental models that replicate how a particular aspect of the world works, and they try to understand the full complexity of any situation.

29 Crusaders give importance to particular thoughts, ideas, or beliefs. They are value driven, and in a team discussion they often bring a sense of priority that is derived from their strong convictions. They seize upon and emphasize ideas or thoughts that have the greatest import, bringing them to the fore and stressing their significance. They assess the inherent value or importance of new ideas, focusing on those about which they feel most strongly.

30 Curators bring clarity to the inner world of information, ideas and understanding. They listen, ask questions and absorb information, so that in their mind s eye they can achieve as clear a picture or understanding as is possible. They focus on ideas that are based on clear, sound thinking. They expand their knowledge and collection of experiences, and also look to the future by envisaging clear goals and clear pathways to achievement of those goals.

31 Conductors introduce organization and a logical structure into the way things are done. They organize and systematize the world around them, establishing appropriate plans, identifying and implementing the correct procedures, and then trying to make sure they are followed. They try to ensure that roles and responsibilities are properly defined and that appropriate resources or skills are available to undertake the work assigned.

32 Sculptors bring things to fruition by getting things done, and getting them done now! They try to have an immediate impact on things, injecting a sense of urgency, and aiming to achieve clear goals and tangible results. They achieve their goals by making use of their experience, and utilizing tools or processes which they have proven can be relied upon. They are very action-oriented, and often spur others into action as well.

33 Innovators use their imagination to create new and different ideas and perspectives. They observe the world around them, and then consider what they have observed from a number of different perspectives. Innovators often produce radical solutions to problems, develop long term vision and dream up new ideas and insights - demonstrating an apparent understanding of what cannot be clearly known