PERSONALITIES ON THE TEAM

Transcription

1 PERSONALITIES ON THE TEAM Sherri B. Zimmerman Assistant Professor/Managing Director ALS-RTC Indiana University of Pennsylvania PURPOSE: To understand the differences in personality style and apply that understanding productively in your work teams

2 Learning Objectives: Become familiar with personality typing as a professional (and personal) tool for valuing and encouraging diversity. Indentify your individual personality preferences and their meaning according to MBTI. Learning Objectives: Apply type watching in the workplace for individual and organizational growth and development.

3 Understanding Differences Helps to: Increase respect for each other s behavior Reduce Misunderstandings Provide a framework for resolving conflict Maximize diversity Clarify contributions to problem solving 2 points NEVER to forget: 1) We all need to be heard 2) We all need to feel understood Awareness (by listening) Open to change Understanding Acceptance These common needs connect us all

4 What is MBTI? Developed by Katherine Briggs and Isabel Briggs Myers An instrument to test Carl Jung s theory of psychological type and put it to practical use A tool to make Jung s theory understandable and useful in people s lives What is MBTI? Well-researched and statistically validated Most widely used psychological instrument in non-residential settings Self-reporting instrument, based on preferences Has no right or wrong answers

5 What ISN T the MBTI A measure of mental health or illness, traits or behaviors, intelligence or abilities A perfect instrument. Does not give all the answers. Cannot capture all of the riches of personality. LEARNING EXERCISE

6 4 F U N C T I O N S ENERGY FLOW E I PERCEIVING S N JUDGING T F ORIENTATION TO THE OUTER WORLD J P 4 F U N C T I O N S BASIC MENTAL FUNCTIONS PERCEPTION JUDGEMENT

7 PERCEPTION How we take in, gather, or become aware of data TWO TYPES OF PERCEPTION This index is designed to reflect a person s preference between two opposite ways of perceiving information and data. SENSING INTUITION

8 SENSING When one relies primarily on the process of sensing, which reports observable facts or happenings through one or more of the five senses INTUITION When one relies more on the less obvious process of intuition, which reports meanings, relationships, and/or possibilities that have been worked out beyond the reach of the conscious mind.

9 TWO TYPES OF PERCEIVING Sensing intuitive 5 senses DETAILS-- color, texture, number Direct observation and first-hand experience Practical, realistic, and concrete 70% of population 6 th sense gut feeling BIG PICTURE patterns, overall effect Possibilities, intuitive flashes and leaps Theoretical, original, and imaginative, 30% of population TWO TYPES OF PERCEIVING Sensing Detailed descriptions Prefer work that repetitious and practical How the details of the work make up a complete picture Doing (see it for what it is) intuitive Metaphors, analogies Prefer work that has variety and uses innovation What is the overall picture, then fill in the details Dreaming (see it for what it could be)

10 TWO TYPES OF PERCEIVING Sensing Past & Present orientation-- What have we learned from past experience? Present evidence, facts, details and examples first and enthusiastically Appreciate & enjoy traditional, familiar intuitive Future orientation-- What are our future opportunities? Present insights, concepts and ideas first, and enthusiastically Enjoy new and different experiences, value change LEARNING EXERCISE Forest, autumn, morning, tranquil, Pine trees, mist, sunbeams, path

11 LEARNING EXERCISE Bicycles, children, field, steam, cooling towers, nuclear reactors Nuclear power plant, Chernobyl, energy, environment, danger JUDGING FUNCTION How we order, evaluate, and come to closure on the data perceived. THINKING FEELING

12 THINKING Relying on logic to decide impersonally and make decisions based on logical consequences FEELING Relying on an understanding of personal and group values to evaluate Information and make decisions.

13 TWO TYPES OF JUDGING THINKING FEELING 50% of Population Two-thirds of Men Objective, just Firm-minded Will argue a point for the sake of clarity, truth over harmony Logical, detached, analytical 50% of Population Two-thirds of Women Subjective, humane Gentle-hearted Prefer harmony over clarity, dislikes conflict Personal, caring, accommodating TWO TYPES OF JUDGING THINKING FEELING Laws & Policy Situation& Social Values It is more important to be Will take it back if right than be liked. someone is offended Accused of being cold & Accused of taking uncaring everything personally Can set personal limits Will over-extend to meet and boundaries other people s needs, Brief, businesslike Friendly

14 LEARNING EXERCISE Influence of the Mental Functions in Problem Solving 1) Gather Facts- What is the situation? S N 2) Use your imagination to find new possibilities. 3) Logically analyze each possibility. T F 4) Weigh the human consequences of each possibility.

15 A T T I T U D E S ENERGY FLOW E I PERCEIVING S N JUDGING T F ORIENTATION TO THE OUTER WORLD J P A T T I T U D E S ENERGY FLOW Attitude which defines the source of our energy whether we are energized or drained by our interaction with the outer world Extravert Introvert

16 EXTRAVERT ENERGY FLOW INTROVERT Energized by external things, action, people Accessible, open to distractions Talkative Expressive, External, Extensive Relaxed, confident After-thinkers (think after the fact) Energized by internal thoughts and concepts Impenetrable, concentrated, Internal conversation Quiet Reflective, Internal, and Intensive Reserved, questioning Fore-thinkers (think ahead) ENERGY FLOW EXTRAVERT Breadth of interest Will know something about everyone Learn by doing and discussing Often acts quickly interacts to reach conclusions 60% of population INTROVERT Depth of understanding Will know one person very well Learn by reading and reflecting Thinks a lot before doing Thinks before presenting conclusions to others 40% of population

17 LEARNING EXERCISE ORIENTATION TO THE OUTER WORLD This index points to the process we use in the outer world when we are extraverting. Judgement Perception

18 ORIENTATION TO THE OUTER WORLD Judgers show their judgements (thinking or feeling) to the outer world Perceivers show their perceptions to the outer world P T H E 4 F U N C T I O N S ENERGY FLOW E I DATA GATHERING PERCEIVING FUNCTION P IRRATIONAL S N DECISION MAKING JUDGING JFUNCTION RATIONAL T F ORIENTATION TO THE OUTER WORLD J P T H E 4 F U N C T I O N S

19 JUDGING Judgers are concerned with making decisions, seeking closure, planning operations, or organizing activities PERCEIVING Perceivers are attuned to incoming information, are open to new events and changes, and aim at missing nothing.

20 ORIENTATION TO THE OUTER WORLD JUDGING 55% of population Plan ahead Neatness Hates surprises Loves Deadlines Values punctuality PERCEIVING 45% of population Spontaneous Disarray Loves surprises Never really finished Not a priority ORIENTATION TO THE OUTER WORLD JUDGING Seeks closure, wants things done Organized and sequential Structured scheduled Makes lists & uses them PERCEIVING Prefer options, openended, alternatives Random and creative Flexible, adaptive Makes lists & loses them

21 ORIENTATION TO THE OUTER WORLD JUDGING Focused, punctual, decisive If everyone would do what they are supposed to do, the world would be a better place. States conclusions -- Your suit is fabulous! PERCEIVING Casual about time, wait and see attitude If it can t be fun, it probably isn t worth doing. Makes comments or asks questions -- Is that a new suit? LEARNING EXERCISE

22 Predict Your Style Extravert E I Introvert Sensing Strong S N Slight Intuitive Thinking T F Feeling Judging J P Perceiving The MBTI Club A Cyber-Community for MBTI Users

23 TYPE ON TEAMS 1. What are the strengths of the team? 2. What will be the blind spots of the team? 3. Who might have the most trouble communicating with each other? 4. Who might feel like an outsider? 5. What type would you add to the team to increase its efficiency? Example1 ISTJ ISFJ INFJ INTJ A ISTP ISFP INFP INTP C B EF ESTP ESFP ENFP ENTP ESTJ ESFJ ENFJ ENTJ D

24 Example 2 ISTJ ISFJ INFJ INTJ ISTP ISFP INFP INTP ESTP ESFP ENFP ENTP A C B ESTJ ESFJ ENFJ ENTJ D EF Example 3 ISTJ ISFJ INFJ INTJ A ISTP ISFP INFP INTP C B ESTP ESFP ENFP ENTP ESTJ ESFJ ENFJ ENTJ D EF

25 Example 4 ISTJ ISFJ INFJ INTJ ISTP ISFP INFP INTP ESTP ESFP ENFP ENTP A D B EF C ESTJ ESFJ ENFJ ENTJ

26 Personality Style in Management Most have TJ preference. TJ managers interact first and out-front with an objective cause-and-effect judgment process. About half of the individuals in management positions prefer to manage by walking around (MBWA) The other prefer to manage by concentrated desk time (MBCD) Personality Style in Management Excellent manager ideals fit some managers, appalling to others. Managers responsible for direct contact with production or service employees often prefer to look at the details and here-and-now specifics, Managers responsible for organizational and activity planning often prefer to look at the big picture and possibilities.

27 GRANT S HYPOTHESIS OF TYPE DEVELOPMENT 0-6 YEARS 6-12 YEARS YEARS YEARS YEARS 55+ YEARS ALL Dominant Auxiliary Tertiary Inferior ALL The NF Personality -- In the Workplace

28 The NT Personality -- In the Workplace The SJ Personality -- In the Workplace

29 The SP Personality -- In the Workplace Questions