Mbti teambuilding slides for samea 7 oct2010
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Towards Better SAMEA Teamwork – thru MBTI 7 October 2010
Are You the SPECIAL
ONE?
Signature Exercise
What
do we
want as a TEAM?
Desired Outcome
At the end of the day, all SAMEA staff will:
acquire some degree of self awarenessself awareness and the awareness of awareness of othersothers in order to appreciate how we can work better in a team
build a sense of camaraderie and team-bonding
Moving forward …To build better working relationships,
increased communication and
higher performance across SAMEA
MBTI Personality Profiling- Understanding Self and Other
Myers-Briggs Type Indicator®
To achieve high performance through teamwork, we need to FIRST understand ourselves and how we differ from other people.
Myers-Briggs Type Indicator® (MBTI®) personality tool and the ideas on which it is based.
It’s all about Preferences
The MBTI
Was developed by Was developed by
Katharine C BriggsKatharine C Briggsand her daughter and her daughter
Isabel Briggs MyersIsabel Briggs Myers
is based on the work of a Swiss is based on the work of a Swiss psychologist named C G psychologist named C G JungJung who who outlined psychological type theory in outlined psychological type theory in
his book entitled his book entitled “Psychological Types”“Psychological Types” published in 1922published in 1922
Ideas underlying the MBTI Understanding your MBTI
Profile Some exercises to show you
how the types differ from one and another
We will discover that people look at the world and make decisions about things in different ways
We’ll cover
Assumptions Underlying Type Theory
Preferences are inborn. Environment enhances or impedes
expression of type. All of the types are equally valuable. Behaviorally you are all types, but
have a preference toward one type.
To get the most value out of this instrument you must ask
the right question.
The question is NOT: “What TYPE personality am I?”
Rather, Ask Yourself ...
How can knowing my preference increase my flexibility?
How can I be more aware of others’ differences and present information in a way that is useful to them?
How can I use others as resources, appreciate their contributions, and build complementary teams?
About the MBTI
An indicator Forced-choice questions No right or wrong answers The MBTI looks only at normal behaviour There are no good or bad types – strengths
and some pitfalls Gives practical results you can use
You decide how ACCURATE
the report is for You.
Within each type we know there is great variation and
type does not measure
Intelligence Affluence Normalcy Maturity Emotions
Illness IQ Stress Trauma Psychiatric
Disturbances
The EI Scale Ways of getting energy Where do you put your attention?
EnergyIntroversion Extraversion
Spend time in the inner world of ideas and images
Spend time in the outer world of people and things
Activity 1 Get into E and I groups
How can an E person irritate others?
How can an I person irritate others?
What do you like about the E person?
What do you like about the I person?
Personality ProfilesIntroverted energy from dealing with ideas, pictures, memories and reactions inside the head, inner world prefer doing things alone or with 1 or 2 people one’s comfortable with take time to reflect for a clear idea of what’s to be done once decision to act is made ideas are almost solid things, sometimes better than the real thing
Extraverted energy from active involvement in events and having lots of different activities excited when with people around and like to energize them like moving into action and making things happen often understands a problem better when talking out loud and hearing what others have to say
Extraverts — In a Work Setting
Like variety and action Impatient with long slow projects Act quickly, sometimes without thinking Phone calls a welcome diversion Develop ideas by discussion Enjoy the people part of management At ease with managing by walking around
Introverts — In a Work Setting
Like quiet for concentration May prefer one project at a time Think before acting/slow to act Phone calls intrusive Interested in facts/ideas behind work Manage by staying in office
and studying Deliver well thought-out decisions
MBTI Preference FacetsWhere do you
process information? Extravert Introvert
Communicating and connecting Initiating Receiving
Communicating emotions/interests Expressive Contained
Breadth and depth of connections Gregarious Intimate
Engagement with environment Active Reflective
Level and kind of energy Enthusiastic Quiet
Who is I and Who is E?
The SN Scale Ways of getting information
FocusS N
Through the 5 senses
Attention to the patterns and possibilities in information received
Activity 2
Look at the picture
What do you see?
Personality ProfilesSensing attention to physical reality concerned with what is actual, present, current and real notices facts and remember details that are important to one like to see practical use of things and learn best when one sees how to use what’s being learnt experience speaks louder than words
Intuitive most attention to impressions or the meaning & patterns of the info received rather learn by thinking through problem than by hands-on experience interested in new things and what might be possible – think more about the future than the past like to work with symbols or abstract theories remember events more as an impression than actual facts
Sensors — In a Work Setting
Use experience/established methods to solve problems
Seldom make errors of fact May distrust/ignore inspiration Prefer detailed planning Hard facts/practical Usually proceed step-by-step
iNtuitors — In a Work Setting
May use non-standard methods to problem solve
May make errors of fact May follow inspirations, good or bad Focus on big picture/may miss
the details Hunches/theoretical Often work in bursts of energy
MBTI Preference Facets
What kinds of data do you focus on? Sensing Intuition
What attention is focused on Concrete Abstract
How everyday tasks and problems lead to something new
Realistic Imaginative
What one does with information Practical Conceptual
Process used to make meaning Experiential Theoretical
Social context used to confer meaning Traditional Original
Who is S and Who is N?
The TF Scale Ways of coming to a conclusion How you like to make decisions?
Decision MakingT F
Personal concerns and the people involved
Objective principles and impersonal facts
Activity 3John represented the division in the sports day the last 4 years and lost. How are you going to break the news about not wanting him to be in the competition this year?
Personality ProfilesThinking tend to look at the logical consequences of a choice or action like to analyze pros and cons, and then be consistent and logical in deciding try to be impersonal – mentally removes oneself from a situation to examine it objectively goal – objective standards of truth and application of principles
Feeling weigh what people care about and points-of-view of people involved in situation concerned with values and what is best for people involved mentally places oneself in a situation and make decisions on person-centred values goal – harmony and recognition of individuals
Thinkers — In a Work Setting
Tend to decide impersonally/objectively
Can work without harmony
May value bluntness above tact; may hurt others’ feelings without knowing it
Usually can give criticism when appropriate
May undervalue feelings in motivating people
Look at the principles involved in the situation
Feelers — In a Work Setting
Usually apply people values in making rational decisions
Value harmony Value tact above bluntness Tend to dislike telling people
unpleasant things; avoid conflict Look at the underlying values in
a situation
MBTI® Preference Facets
What is the basis of your decisions? Thinking Feeling
Criteria used to reach decision Logical Empathetic
Standard used to maintain relationships when making judgments
Reasonable Compassionate
How we deal with difference of opinion
Questioning Accommodating
What we do after initial judgment is made
Critical Accepting
Style in standing by judgment Tough TenderModified and reproduced by special permission of the publisher, CCP, Inc., Palo Alto, CA 94303 from the Myers-Briggs Type Indicator® by Katharine C. Briggs, Isabel Briggs Myers. Copyright 2001 by Peter B. Myers and Katharine D. Myers. All Rights Reserved. Further reproduction is prohibited without the Publisher’s written consent. Myers-Briggs Type Indicator, MBTI, Myers-Briggs, and Introduction to Type are trademarks of the Myers-Briggs Type Indicator Trust in the United States and other countries.
Who is T and Who is F?
The JP Scale
Ways of organising one’s life
LifestyleJ P
Activity 4Activity 4What is your plan for your
Day 2 of a free-and-easy one week holiday trip?
Personality ProfilesThinking tend to look at the logical consequences of a choice or action like to analyze pros and cons, and then be consistent and logical in deciding try to be impersonal – mentally removes oneself from a situation to examine it objectively goal – objective standards of truth and application of principles
Feeling weigh what people care about and points-of-view of people involved in situation concerned with values and what is best for people involved mentally places oneself in a situation and make decisions on person-centred values goal – harmony and recognition of individuals
Judgers — In a Work Setting
Plan the work; work the plan Prefer to get things settled and finished May not notice new things needing to
be done Reach closure through quick decisions Seek structure and schedules Use lists to prompt action on tasks
Perceivers — In a Work Setting
Start the process and adjust as needed Delay decisions for more data
and options May delay unpleasant tasks Adapt well to changing situations; feel
restricted by inflexible structure/schedule May start too many projects; leave follow-up
to others
MBTI® Preference FacetsHow do you approach
the external world? Judging Perceiving
How we organize physical environment, events
Systematic Casual
Arranging of leisure activities Planful Open-ended
Dealing with deadlinesEarly
StartingPressure-Prompted
Structure in daily activities Scheduled Spontaneous
Sequencing of smaller tasks to finish larger ones
Methodical Emergent
Modified and reproduced by special permission of the publisher, CCP, Inc., Palo Alto, CA 94303 from the Myers-Briggs Type Indicator® by Katharine C. Briggs, Isabel Briggs Myers. Copyright 2001 by Peter B. Myers and Katharine D. Myers. All Rights Reserved. Further reproduction is prohibited without the Publisher’s written consent. Myers-Briggs Type Indicator, MBTI, Myers-Briggs, and Introduction to Type are trademarks of the Myers-Briggs Type Indicator Trust in the United States and other countries.
Which is J’s and Which is P’s?
The 16 types
ISTJ ISFJ INFJ INTJ
ISTP ISFP INFP INTP
ESTP ESFP ENFP INTP
ESTJ ESFJ ENFJ ENTJ
ISTJAnalytical Manager of Facts and Details – Doing what shd be done
ISFJSympathetic Manager of Facts and Details
INFJPeople-oriented Innovators of ideas – An inspiration to others
INTJInnovator of ideas – Everything has rooms for improvement
ISTPAnalyser – Ready to try anything once
ISFPObservant loyal helper – Sees much but shares little
INFPImaginative, independent helper
INTPAnalyser- A Lover of Problem-solving
ESTPRealistic Adaptor – The Ultimate Realist
ESFPRealistic Adaptor – You only go around once in life
ENFPPlanner of Change – Giving Life an extra squeeze
ENTPAnalyser – One exciting challenge after another
ESTJFact-minded practical Organiser - Life’s Administrators
ESFJPractical Harmoniser
ENFJImaginative Harmoniser
ENTJOrganiser - Life’s Natural Leader
Discovering the HROC Personality TYPE
Once you have decided on your MBTI type, put a DOT on the respective square on the flipchart.
ISTJ ISFJ INFJ INTJ
ISTP ISFP INFP INTP
ESTP ESFP ENFP INTP
ESTJ ESFJ ENFJ ENTJ
Guidelines for using the MBTI with Teams
Best used to understand oneself 1st and then others
Resist stereotyping or pigeonholing individuals, each type has a wide range of human behaviour
Preferences, not behaviour Preferences don’t measure abilities Use as starting point for discussion and
understanding, not end in itself
“The greatest revolution in our generation is the discovery
that human beings, by changing the inner attitudes of their
minds, can change the outer aspects of their lives”
William James
Applying MBTI @ Work
Using the knowledge of MBTI you have of yourself, think of• What can I do to help my team
work better together for better performance?
• What can I hope that my team can help me work better in the team?
Discuss these with your colleagues
Questions ?
Types and their traits at a glance
ISTJ – Loyal, supportive, responsible, learn to take credit INFJ – Great Senser, highly intuitive; prophet or 3 blind mice INTJ – Professor, strive to be all knowing, tend to be stubborn ISTP – Commander, gets bored easily; no public display of affection, don’t talk too
much, just action ISFP – Best friends, handy-crafty INFP – Prophet, deep intense philosophy; deep thinker INTP – Strategist, do not enjoy implementation though they like strategising and
giving ideas ENTP – Explorer, it’s the journey, not the destination, always worried ENFP – Always enthusiastic, training industry, always seeking to improve, have a lot
of friends, need focus ESFP – Actor, experimental ENFJ – Sweet talker ENTJ – Don’t over manage people. If they don’t know, it’s ok
The end or the Beginning?
MBTI Humour ISTJ – Lord help me to relax about insignificant beginning
tomorrow at 11.41am E.S.T ISTP – Lord help me to consider people’s feeling, even if most of
them ARE hypersensitive ESTJ – God help me to not try to RUN everything. But, if You
need some help, just ask ISFJ – Lord, help me to be more laid back and help me to do
EXACTLY right ENFP – God, help me to keep my mind on one th – Look a bird –
in at a time INTJ – Lord keep me open to others’ ideas, WRONG though they
may be INTP – Lord help me to be less independent, but let me do it my
way ENTJ – Lord, help me slow downandnotrushthroughwatIdo
MANAGERIAL STYLESSJ Manager SP Manager NF Manager NT Manager
Orientation Product and services that meet standards
Product that reflect current needs
Higher productivity thru motivation
Strategy that ensure the org’s future
Focus Hierarchy Expedient needs
Growth needs Mission/systems
Abilities Establishes rules and procedures
Thorough and reliable
Quick response to problems
Exhibit an open and flexible style
Makes decision by participation
Has personal and insightful style
Develops prototypes and pilots
Plans approaches to change
Questions Asked
Why change?
Who is responsible?
What is the need right now?
How does this affect workers’ morale?
What is the strategy?
Beliefs Everyone must earn heir keep
Must focus on the present
People are the most impt asset
Org must grow and develop
MANAGERIAL STYLESSJ Manager SP Manager NF Manager NT Manager
Values Caution and work accuracy
Hard work is the way to success
Flexibility, action
Believes in taking risks
Autonomy, harmony
Believes in co-operation
Complexity, intelligence
Believes in competence
Needs Appreciation Response Approval Recognition
Irritated at work by
Ignored deadlines and procedures
Not playing by the rules
Restrictions
Being told how to do work
Status quo
Impersonal treatment
Criticism
Lack of positive feedback
Redundancy
Stupid errors
Illogical actions
MANAGERIAL STYLESSJ Manager SP Manager NF Manager NT Manager
Irritates others by
Too practical to be fun
Insisting rules are followed
Resisting new options
Ignoring established priorities
Working at the last min
Plunging ahead in haste
Emotional and moralistic stands
Creating dependencies
Getting over-extended
Being skeptical, splitting hairs
Hurting feelings
Taking people for granted
Potential Pitfalls
Decides issues too quickly
Focuses are dire outcomes
Hard to predict
Impatient with abstraction
Sweeps problems under rug
Plays favourite
Escalates work
Annoyed by personal concerns
Appreciates in Self
Responsibility
Hard work
Sense of timing
Cleverness
High energy
Valuing others
Ingenuity
Logical analysis
Motto Early to bed, early to rise
Eat, drink and be merry
To thine own self
Be excellent in all things
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