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 ISFP Acronym I Seek Fun and Pleasure ESTP ESFP ENFP ENTP The Artists 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 P 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: ISFP ISFP Snapshot Low-key, flexible, modest, ISFPs work well when they can meet the individual needs of people in a direct and personal manner. Valuing harmony and tolerance, they are genuine, sincere and open-minded. They enhance their work environments by ensuring that people cared for with kindness and artistry. During decision-making ISFPs typically want to know, harmonious YOUR DECISION-MAKING STRENGTHS Look at what would best serve the specific people involved Assess the current circumstances in a down to-earth fashion Examine a wide variety of sources to compile a detailed set of facts Value and make use of others opinions and insights Make decisions that reinforce loyalty, cooperation, and respect Strive to select options that strengthen relationships Enlist people and resources in a way that respects what has been done before Provide caring and flexible support, letting people do things in their own way Examine where their own decision-making efforts missed the mark Appraise whether the immediate result of a decision was positive for people POTENTIAL CHALLENGES DURING DECISION MAKING Overlooking their own needs in their drive to attend to others Disregarding information that is abstract or focused on the long term Resisting comparing ideas for fear of rejecting some options prematurely Being so interested in others thoughts that they set aside their own Being uncomfortable with tough-minded questions or critiques Being so concerned with harmony that they downplay negative implications Getting stuck if they are expected to take on unfamiliar roles Avoiding providing firm, authoritative guidance Attributing success to an external force, under-estimating their own problem-solving skills Not considering a decision s long-term viability if it appears to have served present needs Page no. 5
SUGGESTIONS FOR ENHANCING YOUR DECISION MAKING Remember that self-care is a practical way to ensure that energy will be available to care for others Try to use what is happening right now to speculate on what might be possible Remember that making tentative judgments keeps brainstorming moving Realize that sharing specific observations on decision options may improve the analysis Realize that challenges are often about clarification, so no personal defense is needed Recognize that examining unpleasant consequences is the first step toward alleviating them Remember that the best way to gain proficiency at something is to start doing it Recognize that some people require overt instruction to do their best Realize that focusing on what went right can help reinforce skills and increase confidence Remember to think about whether a decision will be as appropriate tomorrow as it is today Tips and Action Steps: ISFP If you feel stuck during decision-making, get back on track by asking yourself: If I didn t have to consider the needs of others, how would I decide? Am I being too modest? How can I give voice to my unique view on this decision? Who can help me analyze the long-range costs of this decision? Is this decision efficient as well as kind? Others can help you during decision making by: Seeing the importance of respecting the needs of each individual concerned Exploring past successes to suggest what might be beneficial for the future Discussing each option thoroughly, keeping in mind what has worked in the past Providing a structure in which everyone feels safe to put forth ideas Offering to help mount a confident response to questions and criticism Seeing decisions as effective when they serve the people involved Defining roles clearly or provide reasonable support if new roles or actions are required Modeling leadership that combines behind-the-scenes efforts and directive assistance Expressing appreciation for good works by noting each person s particular contribution Sharing ways to help make the immediate benefits for people ongoing and permanent Page no. 6
Expand your decision-making repertoire by challenging yourself to grow and stretch. When communicating with others, practice using an up-front, assertive style: I wonder if that line of reasoning is sound I need some clarification regarding That doesn t fit with my experience; what about trying Try using these four preferences, which may be less familiar: E N T J Share thoughts and feelings as they arise Look at inferences and future possibilities Consider the logical consequences Create a plan and stick to it 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