Myers/Briggs Personality, Inventory Description in Workplace Communication

Transcription

1 Myers/Briggs Personality, Inventory Description in Workplace Communication

2 Effects of Preferences in Work Situations EXTRAVERSION INTROVERSION LIKE VARIETY AND ACTION LIKE QUIET FOR CONCENTRATION OFTEN IMPATIENT WITH LONG TEND NOT TO MIND SLOW JOBS WORKING ON ONE PROJECT FOR A LONG TIME ARE INTERESTED IN THE ACTIVITIES OF THEIR WORK AND IN HOW OTHER ARE INTERESTED IN THE FACTS & IDEAS BEHIND PEOPLE DO IT. THEIR WORK

3 Effects of Preferences in Work Situations EXTRAVERSION INTROVERSION OFTEN ACT QUICKLY, SOMETIMES LIKE TO THINK A LOT WITHOUT THINKING BEFORE THEY ACT, SOMETIMES WITHOUT ACTING WHEN WORKING ON A TASK, FIND WHEN CONCENTRATING PHONE CALLS WELCOME DIVERSION ON A TASK, FIND PHONE CALLS INTRUSIVE DEVELOP IDEAS BY DISCUSSION DEVELOP IDEAS BY REFLECTION LIKE HAVING PEOPLE AROUND LIKE WORKING ALONE

4 Effects of Preferences in Work Situations SENSING INTUITION LIKE USING EXPERIENCE AND STANDARD WAYS TO SOLVE PROBLEMS LIKE SOLVING NEW COMPLEX PROBLEMS ENJOY APPLYING WHAT THEY HAVE ALREADY LEARNED ENJOY LEARNING A NEW SKILL MORE THAN USING IT MAY DISTRUST AND IGNORE THEIR INSPIRATIONS MAY FOLLOW THEIR INSPIRATIONS, GOOD OR BAD SELDOM MAKE ERRORS OF FACT MAY MAKE ERRORS OF FACT

5 Effects of Preferences in Work Situations SENSING INTUITION LIKE TO DO THINGS WITH A LIKE TO DO THINGS WITH AN PRACTICAL BENT INNOVATIVE BENT LIKE TO PRESENT THE DETAILS OF THEIR WORK FIRST LIKE TO PRESENT AN OVERVIEW OF THEIR WORK FIRST PREFER CONTINUATION OF WHAT IS USUALLY PROCEED STEP-BY-STEP PREFER CHANGES, SOMETIMES, RADICAL, TO CONTINUATION OF WHAT IS USUALLY PROCEED IN BURSTS OF ENERGY

6 Effects of Preferences in Work Situations THINKING FEELING USE LOGICAL ANALYSIS TO CONCLUSIONS REACH CONCLUSIONS USE VALUES TO REACH CAN WORK WITHOUT HARMONY WORK BEST IN HARMONY WITH OTHERS MAY HURT PEOPLE'S FEELINGS ENJOY PLEASING PEOPLE, EVEN IN WITHOUT KNOWING IT UNIMPORTANT THINGS TEND TO DECIDE IMPERSONALLY, OFTEN LET DECISIONS BE SOMETIMES PAYING INSUFFICIENT INFLUENCED BY THEIR OWN AND ATTENTION TO PEOPLE'S WISHES OTHER PEOPLES LIKES & DISLIKES

7 Effects of Preferences in Work Situations THINKING FEELING TEND TO BE FIRM-MINDED AND TEND TO BE SYMPATHETIC AND CAN GIVE CRITICISM WHEN DISLIKE (EVEN AVOID), TELLING APPROPRIATE PEOPLE UNPLEASANT THINGS LOOK AT THE PRINCIPLES LOOK AT THE UNDERLYING VALUES IN THE SITUATION IN THE SITUATION FEEL REWARDED WHEN JOB IS DONE WELL FEEL REWARDED WHEN PEOPLE'S NEEDS ARE MET

8 Effects of Preferences in Work Situations JUDGMENT PERCEPTION WORK BEST WHEN THEY CAN PLAN THEIR WORK AND FOLLOW THEIR PLAN ENJOY FLEXIBILITY IN THEIR WORK LIKE TO GET THINGS SETTLED LIKE TO LEAVE THINGS OPEN FOR AND FINISHED LAST MINUTE CHANGES MAY NOT NOTICE NEW THINGS MAY POSTPONE UNPLEASANT TASKS THAT NEED TO BE DONE THAT NEED TO BE DONE TEND TO BE SATISFIED ONCE TEND TO BE CURIOUS AND WELCOME THEY REACH A DECISION ON A NEW LIGHT ON A THING, SITUATION THING, SITUATION, OR PERSON OR PERSON

9 Effects of Preferences in Work Situations JUDGMENT PERCEPTION REACH CLOSURE BY DECIDING POSTPONE DECISIONS WHILE QUICKLY SEARCHING FOR OPTIONS SEEK STRUCTURE AND SCHEDULES ADAPT WELL TO CHANGING RESTRICTED WITHOUT CHANGE SITUATIONS AND FEEL USE LISTS TO PROMPT ACTION ON USE LISTS TO REMIND THEM OF ALL THE SPECIFIC TASKS THINGS THEY HAVE TO DO SOMEDAY

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11 Preferred Methods of Communication EXTRAVERSION INTROVERSION COMMUNICATE ENERGY AND KEEP ENERGY AND ENTHUSIASM ENTHUSIASM INSIDE RESPOND QUICKLY WITHOUT LONG PAUSES TO THINK LIKE TO THINK BEFORE RESPONDING FOCUS OF TALK IS ON PEOPLE & THINGS IN THE EXTERNAL ENVIRONMENT FOCUS IS ON INTERNAL IDEAS AND THOUGHT S NEED TO MODERATE EXPRESSION NEED TO BE DRAWN OUT

12 Preferred Methods of Communication EXTRAVERSION INTROVERSION SEEK OPPORTUNITIES TO COMMUNICATE IN GROUPS SEEK OPPORTUNITIES TO COMMUNICATE ONE-ON-ONE PREFER FACE-TO-FACE OVER PREFER WRITTEN OVER FACE-TO- WRITTEN COMMUNICATION FACE COMMUNICATION IN MEETINGS, LIKE TALKING OUT LOUD BEFORE COMING TO CONCLUSIONS CONCLUSIONS IN MEETINGS, VERBALIZE ALREADY WELL-THOUGHT-OUT

13 Preferred Methods of Communication SENSING INTUITION LIKE EVIDENCE (FACTS, DETAILS, LIKE GLOBAL SCHEMES, WITH BROAD AND EXAMPLES) PRESENTED FIRST ISSUES PRESENTED FIRST WANT PRACTICAL AND REALISTIC WANT POSSIBLE FUTURE APPLICATIONS SHOWN CHALLENGES DISCUSSED RELY ON DIRECT EXPERIENCE TO RELY ON INSIGHTS AND PROVIDE ANECDOTES EXPERIENCE TO PROVOKE DISCUSSION USE AN ORDERLY, STEP-BY-STEP APPROACH IN PRESENTATIONS USE A ROUND-ABOUT APPROACH IN PRESENTATIONS

14 Preferred Methods of Communication SENSING INTUITION LIKE SUGGESTIONS TO BE STRAIGHTFORWARD & FEASIBLE LIKE SUGGESTIONS TO BE NOVEL AND UNUSUAL REFER TO A SPECIFIC EXAMPLE REFER TO A GENERAL CONCEPT IN MEETINGS, ARE INCLINED TO FOLLOW THE AGENDA IN MEETINGS, ARE INCLINED TO USE THE AGENDA AS A STARTING POINT

15 Preferred Methods of Communication THINKING FEELING PREFER TO BE BRIEF & CONCISE PREFER TO BE SOCIABLE AND FRIENDLY WANT THE PROS AND CONS OF WANT TO KNOW WHY EACH ALTERNATIVES TO BE LISTED ALTERNATIVE IS VALUABLE AND HOW IT AFFECTS PEOPLE CAN BE INTELLECTUALLY CRITICAL AND OBJECTIVE CAN BE INTERPERSONALLY APPRECIATIVE CONVINCED BY COOL, IMPERSONAL REASONING CONVINCED BY PERSONAL INFORMATION, ENTHUSIASTICALLY DELIVERED

16 Preferred Methods of Communication THINKING FEELING PRESENT GOALS AND OBJECTIVES PRESENT POINTS OF AGRFEEMENT FIRST FIRST CONSIDER EMOTIONS & FEELINGS CONSIDER LOGIC AND OBJECTIVITY AS DATA TO CONSIDER AS DATA TO VALUE IN MEETINGS, SEEK INVOLVEMENT IN MEETINGS, SEEK INVOLVEMENT WITH TASKS WITH PEOPLE

17 Preferred Methods of Communication JUDGMENT PERCEPTION WANT TO DISCUSS SCHEDULES SCHEDULE AND TIMETABLES WITH TIGHT DEADLINES WILLING TO DISCUSS THE BUT ARE UNCOMFORTABLE WITH TIGHT DEADLINES DISLIKE SURPRISES AND WANT ADVANCE WARNING ENJOY SURPRISES AND LIKE ADAPTING TO LAST-MINUTE CHANGES EXPECT OTHERS TO FOLLOW EXPECT OTHERS TO ADAPT TO THROUGH AND COUNT ON IT SITUATIONAL REQUIREMENTS STATE THEIR POSITIONS AND TENTATIVE DECISIONS CLEARLY PRESENT VIEWS AS

18 Preferred Methods of Communication JUDGMENT PERCEPTION COMMUNICATE RESULTS AND COMMUNICATE OPTIONS AND ACHIVEMENTS OPPORTUNITIES TALK OF PURPOSE & DIRECTION TALK OF AUTONOMY AND FLEXIBILITY IN MEETINGS, FOCUS ON THE TASK IN MEETINGS, FOCUS ON THE TO BE DONE PROCESS TO BE APPRECIATED

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