“it’s about complementary strengths” Team Development Using the MBTI ® Team Reports © Copyright 2006, 2011 OPP Ltd. All rights reserved. Permission is hereby granted to the original recipient of these Team Development slides to reproduce this master for workshop and feedback use. Reproduction by any means for any other purpose is a violation of copyright law.
Its about complementary strengths Team Development Using the MBTI ® Team Reports © Copyright 2006, 2011 OPP Ltd. All rights reserved. Permission is hereby.
Mar 26, 2015
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“it’s about complementary strengths”
Team Development Using the MBTI® Team Reports
© Copyright 2006, 2011 OPP Ltd. All rights reserved. Permission is hereby granted to the original recipient of these Team Development slides to reproduce this master for workshop and feedback use. Reproduction by any means for any other purpose is a violation of copyright law.
MB
TI®
Team
Develo
pm
en
t Welcome
• Why are we here?
• What do we hope to achieve today?
• How will it impact on the business?
MB
TI®
Team
Develo
pm
en
t Sample half-day agenda
9.00am Quick recap about the MBTI instrument
What is our team like?
Our strengths and blind spots
11.00am Break
Improving our problem-solving/communication/conflict management
1.00pm Lunch
MB
TI®
Team
Develo
pm
en
t Sample full-day agenda
9.00am Quick recap about the MBTI instrument
What is our team like?
Our strengths and blind spots
11.00am Break
Individual contributions to the team
1.00pm Lunch
2.00pm Improving our problem-solving/ communication/conflict management…
3.00pm Break
3.30pm …Continued
Action planning and close
“it’s about complementary strengths”
MBTI recap
MB
TI®
Team
Develo
pm
en
t What is a preference?
Write your signature on a piece of paper.
Now do it again with the OTHER hand!
MB
TI®
Team
Develo
pm
en
t The concept of ‘preference’
“Natural”
“Easy”
“Flowing”
“Comfortable”
“Took less energy”
“Unnatural”
“Difficult”
“Jerky”
“Awkward”
“Took more energy”
MB
TI®
Team
Develo
pm
en
t Basic assumptions of type theory
• The MBTI questionnaire assesses preferences.
• Preferences are not absolutes: everyone uses all eight.
• Preferences are not abilities: MBTI preferences do not tell you what you can and can’t do.
• There are no better or worse types: all types have potential.
• People are the best judges of their own type – hence the MBTI questionnaire is an indicator, not a test.
MB
TI®
Team
Develo
pm
en
t Ethics
• The MBTI questionnaire should only be used for development.
• The MBTI questionnaire cannot be used for selection, because it tells you nothing about a person’s skills and abilities.
• People should only be asked to share their MBTI type if they feel comfortable doing so – each individual owns their data and can choose to share it or not as they wish.
MB
TI®
Team
Develo
pm
en
t The four dimensions of type
Extraversion XandX Introversion
Sensing XandX iNtuition
Thinking XandX Feeling
Judging XandX Perceiving
Where you prefer to get and focus your ‘energy’ or attention
What kind of information you prefer to gather and trust
What process you prefer to use in coming to decisions
How you prefer to deal with the world around you, your ‘lifestyle’
MB
TI®
Team
Develo
pm
en
t The four dimensions of type
Extraversion XandX Introversion
Where you prefer to get and focus your ‘energy’ or attention
MB
TI®
Team
Develo
pm
en
t
Extraversion
Get energy from theouter environment of
people and experiences
Focus energy and attention outwards in
action
• Introversion
• Get energy from the inner environment of reflections and thoughts
• Focus energy andattention inwards in reflection
People who prefer:
MB
TI®
Team
Develo
pm
en
t Illustration
E I
MB
TI®
Team
Develo
pm
en
t
Extraversion vs
Do-think-do vs
Action vs
Talk things through vs
Expressive vs
Interaction vs
Breadth of interest vs
Introversion
Think-do-think
Reflection
Think things through
Contained
Concentration
Depth of interest
Characteristics
MB
TI®
Team
Develo
pm
en
t The four dimensions of type
Sensing XandX iNtuition
What kind of information you prefer to gather and trust
MB
TI®
Team
Develo
pm
en
t
SensingPrefer information
coming from the five senses
Focus on what is real
Value practical applications
• iNtuition• Prefer information
coming from association
• Focus on what might be
• Value imagination and insight
People who prefer:
MB
TI®
Team
Develo
pm
en
t
Sensing vs
Facts vs
Specifics vs
Realistic vs
Here and now vs
Practical vs
Observant vs
iNtuition
Ideas
Big picture
Imaginative
Anticipating the future
Theoretical
Conceptual
Characteristics
MB
TI®
Team
Develo
pm
en
t What do you see?
See patternsSee the specifics
S N
then the pattern then the specifics
MB
TI®
Team
Develo
pm
en
t The four dimensions of type
Thinking XandX Feeling
What process you prefer to use in coming to decisions
MB
TI®
Team
Develo
pm
en
t
ThinkingPrefer to make decisions on the basis of logic and
objectivity
Quick to see errors and give a critique
Step out of situations in order to analyse
dispassionately
•Feeling• Prefer to make decisions
on the basis of valuesand personal convictions
• Quick to show appreciation and find common ground
• Step into situations to weigh human values andmotives
People who prefer:
MB
TI®
Team
Develo
pm
en
t Illustration
T FMakes decisions by stepping out of the problem to be
objective
Makes decisions by stepping into
the problem to be compassionate
MB
TI®
Team
Develo
pm
en
t
Thinking vs
Guided by cause-and-xxxxx effect reasoning vs
Logical analysis vs
Seek objective truth vs
Impersonal criteria vs
Critique vs
Focus on task vs
•Feeling
•Guided by personal • values
• Understand others’ point of view
• Seek harmony
• Personal circumstances
• Praise
• Focus on relationship
Characteristics
MB
TI®
Team
Develo
pm
en
t The four dimensions of type
Judging XandX Perceiving
How you prefer to deal with the world around you, your ‘lifestyle’
MB
TI®
Team
Develo
pm
en
t
Judging
Prefer to live life in a planned and organised
manner
Enjoy coming to closure and being decisive
Avoid stressful last-minute rushes
•Perceiving• Prefer to live life in a
spontaneous and adaptable manner
• Enjoy keeping options open and being curious
• Feel energised by last-minute pressures
People who prefer:
MB
TI®
Team
Develo
pm
en
t Anecdote
J P
MB
TI®
Team
Develo
pm
en
t
Judging vs
Planned vs
Organised vs
Controlled vs
Structured vs
Scheduled vs
•Perceiving
• Emergent
• Flexible
• Unconstrained
• Go with the flow
• Spontaneous
Characteristics
MB
TI®
Team
Develo
pm
en
t Best-fit type
This is the MBTI type YOU think fits you best.
“it’s about complementary strengths”
MBTI Team Reports
All page references refer to the Team Reports
MB
TI®
Team
Develo
pm
en
t Establishing team strengths and blind spots
MB
TI®
Team
Develo
pm
en
t Exercise: team strengths (page 4)
• What are our team strengths?
• Do we need these? Complete the table and discuss.
• How can we best use these strengths to our team’s advantage?
MB
TI®
Team
Develo
pm
en
t Exercise: team blind spots (page 5)
• Discuss the “Suggested Remedies” in the table on page 5. Which apply to us?- If you need more information, pages 5–9 of the book
Introduction to Type and Teams has some good examples of what behaviours might be missing from your team – just look up the opposite letters from your team type!
• Agree which of the “Team Action Steps” in the box at the bottom of page 5 would help us?
MB
TI®
Team
Develo
pm
en
t Individual contribution to the team
MB
TI®
Team
Develo
pm
en
t Your individual contributions to the team
• Working alone, complete the exercise on page 6 and be ready to share findings with the team.
• Each team member in turn should describe their contribution and invite others to suggest ways in which these strengths can be used to help the team achieve its objectives. Positive suggestions only please!
MB
TI®
Team
Develo
pm
en
t Your potential blind spots
• Working alone, determine which blind spots listed in the left column of the table on page 7 might sometimes be applicable to you in this team.
• Looking at the suggested remedies for those blind spots, write some specific action plans personalised around your own blind spots.
• Think about sharing these with your manager or a trusted team member to chart your progress.
MB
TI®
Team
Develo
pm
en
t Team problem-solving
MB
TI®
Team
Develo
pm
en
t Team problem-solving: exercise
• Agree on a current problem faced by the team or decision that the team need to make.
• As a group spend ten minutes on each of the four boxes labelled S,N,T and F on page 8, applying the questions to your chosen issue.
• Working alone, read page 9 of the Team Report.- Which 10 minutes energised you the most?
- Which 10 minutes seemed least important to you?
- Read the box at the bottom of page 9 and write some individual action steps.
MB
TI®
Team
Develo
pm
en
t Team communication
MB
TI®
Team
Develo
pm
en
t Team communication
• Discuss each of the paragraphs on page 10 of the Team Report.
• Which of the suggestions in the team action steps on page 11 do we want to adopt?
• Let each team member in turn read out their paragraph headed “Your Individual Type and Communication” on page 11 (or a prepared summary of it.) Other team members can then comment (or write individual action plans) on how they can better communicate with that member.
• Remember to add the individual action steps the report has identified at the bottom of page 11 to your list!
MB
TI®
Team
Develo
pm
en
t Team conflict
MB
TI®
Team
Develo
pm
en
t Conflict sources
• Read the boxes describing sources of conflict from each of the dichotomies. Which are causing tension, conflict or stress on the team?- Don’t let the discussion become an argument! Focus
on how you can all manage conflict more effectively. Remember, conflict is not always a bad thing if it is constructively managed!
• Working alone, read the suggestions in the “Individual Type and Conflict” section on page 13.
• Add any relevant individual action steps (described at the bottom of the page) to your action plan.
MB
TI®
Team
Develo
pm
en
t Team similarity/diversity
MB
TI®
Team
Develo
pm
en
t Team similarity/diversity
• Agree upon a team mission statement.- Make it short, punchy and memorable.
- How will you know when you are on track?
• Read the “Process” section on page 14 of the Team Report.- How will these issues contribute or hinder your team’s
success?
• Let each team member state what is important to them regarding the team’s mission.
• Read the “Outcome and Performance” section on page 14 of the Team Report.- Do the team agree with these statements?
- Can you give real examples of when your team have done this?
• Add any team or individual actions to your action plan.
MB
TI®
Team
Develo
pm
en
t Organisational influences
MB
TI®
Team
Develo
pm
en
t Organisational influence
• Read page 15 of the Team Report.
• Discuss how your organisation’s culture fits with your team type.
• How does your organisation’s culture impact on your team mission?
• How does the type of your leader impact on the team?
• Agree team actions to encourage each member to express their natural preference.
MB
TI®
Team
Develo
pm
en
t Action planning
MB
TI®
Team
Develo
pm
en
t Action planning
• Review what you have learnt about yourself and other team members.
• Complete the tables on page 16 of your report.
• Consider whom you would like to share these with (your manager? A trusted colleague?).
• Ask yourself the additional questions at the bottom of page 16 and amend your goals if necessary.
MB
TI®
Team
Develo
pm
en
t Summary
• Did we achieve our objectives for today?
• Are there any outstanding issues you wish to carry forward?
• How will we ensure that our action plans are carried out?
“it’s about complementary strengths”
Thank you for your contribution to our team’s future success!
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