Myers Briggs Type Indicator Decision Making Style Report DEVELOPED BY DR. M. QAMAR-UL-HASSAN Report prepared for MR. FARRUKH MAHMOOD April 29, 2013 Interpreted by Dr M Qamarul Hassan MBTI, Myers-Briggs Type Indicator, Myers-Briggs, and the MBTI logo are trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and other countries. Email us: info@qamarconsulting.com Visit at: http://qamarconsulting.com/ Page no. 1
Introduction This report is an informative guide to help you become aware of the impact of your personality preferences on your Decision-Making style. It is based on your results on the Myers-Briggs Type Indicator (MBTI ) assessment, a self-awareness tool built on the theories of Swiss psychologist Carl Gustav Jung by an American mother-and-daughter team, Katharine Cook Briggs and Isabel Briggs Myers. With more than 60 years of research and development supporting its reliability and validity, the MBTI tool has helped millions worldwide develop a deeper understanding of themselves and others through an investigation of what they prefer, or their personality preferences. This Report Can Help You Understand your results on the MBTI assessment Discover how your personality preferences influence your decision-making style Learn about and appreciate your natural decision-making style Acquire strategies to make both your individual and group decision making more successful It is important to remember that all personality types and decision-making styles are equally valuable. No one type can be characterized as the best decision maker. Type is about what you prefer, not what your capabilities are, and therefore it should not be used to label or limit your decision-making potential. Indeed, it is meant to open up opportunities for growth and development. The MBTI tool can help you better understand yourself and those around you, but it should not be used to explain, excuse, or interpret every aspect of personality or decision making. During decision making you and others may be influenced by issues unrelated to type or preferences issues concerning family, work environment, or cultural identity, among others. Approach the material in this report with this knowledge in mind. How Your MBTI Decision Making Style Report Is Organized Summary of Your MBTI Results Your Preferences and Decision Making Your Decision-Making Style Decision Making Strengths Potential Challenges Suggestions for Enhancing Tips and Action Steps Page no. 2
Summary of Your MBTI Results The MBTI instrument assesses preferences for how you tend to focus your attention, take in and process information, evaluate information, and deal with the outer world. The preferences combine and interact to form your MBTI type. The chart below summarizes these preferences and highlights your results on each preference pair. Best Fit Type Where you focus their attention E Extraversion Preferences for drawing energy from the outside world of people, activities, and things I Introversion Preferences for drawing energy from one s inner world of ideas, emotions, and impressions The way you take in information S Sensing Preferences for taking in information through the five senses and noticing what is actual N Intuition Preferences for taking in information through a sixth sense and noticing what might be The way you make decisions T Thinking Preferences for organizing and structuring information to decide in a logical, objective way F Feeling Preferences for organizing and structuring information to decide in a personal, values-based way How you deal with the outer world J Judging Preferences for living a planned and organized life P Perceiving Preferences for living a spontaneous and flexible life ISTJ ISFJ INFJ INTJ ISTP ISFP INFP INTP ISFJ Acronym I Serve Family Joyfully ESTP ESFP ENFP ENTP The Nurturers ESTJ ESFJ ENFJ ENTJ Page no. 3
Your Preferences and Decision Making Each preference within your personality type has an effect on your decision-making style. The chart below highlights your preferences I, S, F, and J and will help you better understand your decision-making style, preference by preference, as well as appreciate how your style may differ from that of others. People who prefer Extraversion are more likely to Want to talk it through first Respond in an energetic way Start with external data Crave breadth Consider impact on environment first Share thoughts and feelings freely People who prefer SENSING are more likely to Want to consider reality first Desire concrete data Look for facts and details Value past precedents Focus on the present Consider information sequentially People who prefer Thinking are more likely to Want an explanation Start with logic Examine consequences for structures and principles Seek to be just Respond objectively Challenge first People who prefer INTROVERSION are more likely to Want to think it through first Respond in a measured way Start with internal data Crave depth Consider impact on self first Share thoughts and feelings carefully People who prefer intuition are more likely to Want to consider possibilities first Desire conceptual data Look for meanings and associations Value novelty Anticipate the future Jump from idea to idea People who prefer FEELING are more likely to Want a motivation Start with values Examine consequences for relationships and people Seek to be caring Respond personally Accept first People who prefer JUDGING are more likely to Want a decision now Expect to make progress Invite closure Demonstrate commitment to the agreed-on solution Feel discomfort until a decision is made Desire certainty People who prefer Perceiving are more likely to Want to postpone a decision Expect time to process Invite new information Stay open to changing the solution Feel discomfort rejecting decision options Desire flexibility Page no. 4
Your Decision-Making Style: ISFJ ISFJ Snapshot Conscientious, loyal and dedicated, ISFJs work well when roles and responsibilities are clearly defined. They take care of the specific and practical needs of people, relying on trusted established methods. They seek stability and harmony, expect others to be diligent, and make sacrifices to get the job done. During decision-making ISFJs typically want to know, conscientious YOUR DECISION-MAKING STRENGTHS Defining decision-making goals in terms of what makes practical sense for people Looking thoroughly at the specifics involved and devise sequential steps to manage the process Relying on their extensive memory as the basis for devising practical options Are conscious of what would be helpful and caring Promoting decisions that ensure predictability, security, and tradition Crafting decisions that have concrete value for and meaningful impact on people Carrying out decisions as planned, meticulously and conscientiously Providing consistent, practical, and sympathetic support to all involved Assessing the functionality and reliability of the decision process Looking back on whether a decision made a real and tangible difference for people POTENTIAL CHALLENGES DURING DECISION MAKING Mistrusting nontraditional approaches or novel ideas Overlooking the deeper significances of something out of a desire to classify in quickly Discounting their own creative ideas Wanting to avoid options that provoke confrontation or competition Becoming stuck when things seem ambiguous or abstract Focusing on immediate concerns at the expense of future needs Blaming self if events run counter to expectations Feeling disrespected when others fail to value cooperation and personal responsibility Failing to explore how what was learned could be generalized to other situations Ruminating on small things that went awry when these were outside their control Page no. 5
SUGGESTIONS FOR ENHANCING YOUR DECISION MAKING Remember that creativity applied to traditional methods serves to keep them viable Realize that some things can be neither anticipated nor organized in advance Remember that accuracy at this point is premature-focus on exploring, not defining Recognize that debate can lead to alternatives that may better serve people Recognize that some matters will need to be left open and developed as events unfold Recognize that it is important to expect and plan for people to grow and change Recognize that some things are better left alone or delegated to someone else Conserve energy by focusing careful efforts on people and tasks that will truly benefit Practice abstract thinking by looking at outcomes in terms of universal truth and themes Realize that a detached, objective analysis can clarify cause and effect Tips and Action Steps: ISFJ If you feel stuck during decision-making, get back on track by asking yourself: If I weren t responsible for getting things organized,, how would I decide? Am I trying too hard to maintain the status quo? How can I expand my perspective? Who can help me imagine a creative approach to this decision? Is this decision future oriented as well as traditional? Others can help you during decision making by: Sharing innovative strategies for meeting the everyday needs of people Translating the heart of an issue into concrete goals and orderly steps Offering specific parameters for brainstorming and prioritizing alternatives Discussing ideas in a respectful, detailed manner Are clear and explicit about what needs to be accomplished Examining what would help people develop as well as what is required right now Offering to take on specific tasks and then follow through on those tasks Appreciating and respect accuracy, dedication, and teamwork Identifying patterns that highlight what successful decisions have in common Allowing time and space for revisiting how successfully people goals were realized Page no. 6
Expand your decision-making repertoire by challenging yourself to grow and stretch. When communicating with others, practice using an informal, spontaneous style: Assuming there are no obstacles, what s the boldest option I m not sure why, but my instincts tell me that Let s brainstorm about our options Try using these four preferences, which may be less familiar: E N T P Share thoughts and feelings as they arise Look at inferences and future possibilities Consider the logical consequences Adjust to circumstances as they unfold For more than 60 years, the MBTI tool has helped millions of people throughout the world gain a deeper understanding of themselves and how they interact with others, helping them improve how they communicate, work, and learn. REFERENCES Hirsh, K. W., & Hirsh, E. (2007). Introduction to Type and Decision Making. Mountain View, CA: CPP Inc. Snapshots of 16 Types. (n.d.). Retrieved November 5, 2012, from Career Vision: http://www.careervision.ie/content/download.asp?file=/assets/filedump/files/2.1snapshots_of_16_typ es.pdf Page no. 7