Understanding Team Dynamics using MBTI

Agenda

Introduction and Overview 10 minsThe MBTI® Instrument 30 minsUnderstanding MBTI Preferences 20 minsVerifying your MBTI® Results 15 minsPreference Splitting Exercises 15 minsCoping with Stress using Type 15 minsProblem Solving and Giving Feedback using Type 15 mins

Learning Objectives

After completing this session, you should be able to:• Discuss how team interactions are influenced by

the individual preferences and type of team members

• Understand how to communicate and work effectively with others using type

• Develop strategies to work others with opposite preferences to yourself

Understanding Your Type

• During the program we will explain the ideas underlying the MBTI® tool and ask you to undertake a self assessment

• The score you record on the MBTI® instrument will report one of 16 different types as your results

• You will use your self-assessment, your results, and Introduction To Type® booklet to decide which type fits best for you

• The exercises in this program to show you how the types differ from one another and to help you clarify what your type means for you as a leader

About the MBTI® Instrument

• An indicator – not a test • Forced-choice questions • No right or wrong answers –Takes about 20-40

minutes to complete • Your results are confidential• The MBTI® questionnaire looks only at normal

behaviour • There are no good or bad types – all types have

some natural strengths and some possible pitfalls or blind spots

Now Let’s Take the MBTI® Questionnaire

• As you answer the questions:

• Think of what you prefer when you do not have outside pressures to behave in a particular way

• Think of yourself, outside of the roles you play at work or in personal life.

Complete the MBTI Questionnaire Form M

1. Read the instructions on the front2. Answer the 93 questions – use a ball point pen

and a hard surface3. Do not tear off the side strips and open – we’ll do

this together later

Behind MBTIJung's Theory – Basic Mental Processes

We make decisions about informationWe take in information

Perception Judgement

Thinking FeelingSensing Intuition

You can't use both methods of taking in information simultaneously, so we develop a preference for using one

method over another

You can't use both methods of making judgments simultaneously, so we

develop a preference for using one method over another

Behind MBTIJung's Theory – Orientation of Energy

Extraversion Introversion

Focus on the inner world of thoughts,

feelings, and reflections

Focus on the outer world of things,

people, and events

Jung’s Theory

• Jung believed that preferences are an innate inborn predisposition

• He also recognised that our innate preferences interact with and are shaped by environmental influences:– Family– Country– Education– and many more…

Jung’s Theory

• We will look at four sets of opposites – like our right and left hands

• We all use both sides, but one is our natural preference

• Jung believed that our preferences do notchange – they stay the same over our lifetime

• What changes is how we use our preferences and often the accuracy with which we can measure the preferences

Extraversion or Introversion

The direction we focus our attention & energy

Extraversion or Introversion

E – I

People who prefer Extraversion:

• Focus their energy and attention outward

• Are interested in the world of people and things

People who prefer Introversion:• Focus their energy and attention inward • Are interested in the inner world of thoughts and

reflections

We all use both preferences but usually not with equal comfort.

People Who Prefer Extraversion:

• Are attracted to the outer world of people and events

• Are aware of who and what is around them • Enjoy meeting and talking with new people • Are friendly, often verbally skilled and easy to

know • Tend to speak out easily and often at meetings• May not be as aware of what is going on inside

themselves

People Who Prefer Introversion:

• Are attracted to the inner world of thoughts, feelings, and reflections

• Are usually very aware of their inner reactions• Prefer to interact with people they know • Are often quiet in meetings and seem uninvolved• Are often reserved and harder to get to know• May not be as aware of the outer world around

them

Where do you prefer to focus your attention?Where do you get energy?

• Review the characteristics of Extraversion and Introversion on Page 6 of Introduction to Type

• Tick the one that you think describes your natural way of doing things?

Sensing or iNtuition

The way we take in information and the kind of information we like and trust

Sensing or Intuition

S – N

People who prefer Sensing:• Prefer to take in information using their five senses – sight,

sound, feel, smell, and taste People who prefer iNtuition: • Go beyond what is real or concrete and focus on meaning,

associations, and relationships

We all use both ways of perceiving but we typically prefer and trust one more

People Who Prefer Sensing:

• See and collect facts and details • Are practical and realistic • Start at the beginning and take one step at a time• Are specific and literal when speaking, writing,

and listening • Live in the present, dealing with the here and now • Prefer reality to fantasy

People who prefer iNtuition:

• See patterns, possibilities, connections, and meanings in information

• Are conceptual and abstract• Start anywhere and may leap over basic steps• Speak and write in general, metaphorical terms• Live in the future – the possibilities• Prefer imagination and ingenuity to reality

How do you prefer to take in information?

• Review the characteristics of Sensing and iNuition on Page 6 of Introduction to Type


Thinking or Feeling

The way we make decisions

Thinking or Feeling

T – F

People who prefer Thinking:• Make their decisions based on impersonal, objective logic People who prefer Feeling:• Make their decisions with a person-centered, value-based

process

Both processes are rational and we use both ofthem, but usually not equally easily.

People who prefer Thinking:

• Use logic to analyse the problem, assess pros and cons

• Focus on the facts and the principles • Are good at analysing a situation • Focus on problems and tasks – not relationships• May overlook the personal impacts of decisions,

their emotions or those of others

People who prefer Feeling:

• Use their personal values to understand the situation

• Focus on the values of the group or organisation• Are good at understanding people and their

viewpoints • Concentrate on relationships and harmony• May overlook logical consequences of individual

decisions

How do you make decisions?

• Review the characteristics of Thinking and Feeling on Page 7 of Introduction to Type


Judging or Perceiving

Our attitude to the external world and how we orient ourselves to it

Judging or Perceiving

J – P

People who prefer Judging:• Want the external world to be organised and orderly • Look at the world and see decisions that need to be madePeople who prefer Perceiving:• Seek to experience the world, not organise it • Look at the world and see options that need to be

explored

We all use both attitudes but usually not with equal comfort

People Who Prefer Judging:

• Like to make plans and follow them • Like to get things settled and finished • Like environments with structure and clear limits• Enjoy being decisive and organising others • Handle deadlines and time limits comfortably • Plan ahead to avoid last minute rushes

People Who Prefer Perceiving:

• Like to respond resourcefully to changing situations

• Like to leave things open, gather more information• Like environments that are flexible; dislike rules

and limits• May not like making decisions, even when pressed • Tend to think that there is plenty of time to do

things• Often have to rush to complete things at the last

minute

How do you deal with the outer world?

• Review the characteristics of Judging and Perceiving on Page 6 of Introduction to Type


Combined your preferences to estimate your type

What do you estimate your type to be?

___ ___ ___ ___

E or IS or NT or FJ or P

There is variation within each type and type does not measure:

• Intelligence• Affluence• Normalcy• Maturity• Emotions

• Illness• IQ• Stress• Trauma• Psychiatric Illness

Scoring Your Responses

• Tear the perforated left side of the form to open the scoring sheet

• Count the number of Xs in each row and write the number in the shaded area at the end of that row

• Tally each column at the bottom of the page

• Copy you score into the Raw Points box

• Determine your Reported Type• Determine your preference

clarity

Using the Self-Scorable Form M

• Participants tear off and keep the cover sheet• Facilitator to collect the rest of the form

Tied Scores for Reported Type:

• A tied score is when you answered an equal number of questions on each side of the dichotomy:– E.g.. E = 10 I = 10

We use a tie-breaking formula:– I slight– N slight– F slight– P slight

Why?

Cultural Norms

• E, S, T, and J are the cultural norms in the USA – I, N, F and P are less preferred

• If a person is close or tied, there is probably some environmental pressure from the cultural norms

• Something is pulling them in the direction that is opposite to the cultural norms – their inborn preferences

Reported and Self-Estimate Type

• If these are the same – look up the one-page profile in Introduction to Type® booklet and decide if it describes how you usually think and act

• If they are different, read the profiles for both self-estimate and reported MBTI® type in Introduction to Type® booklet and decide which is the more accurate

Levels of Confidence

True Type (never sure)

‘Best-fit’ Type

Self-estimate Type & Reported Type

Agreement on Reported Type

• 2/3 – 3/4 of any group will agree with their reported type

• They will report general agreement with the Introduction To Type® profile

• When people disagree, it’s usually on one preference – and often one where they had a slight result

Have I Changed Type?

• When people report having ‘changed type,’ they are most likely to have had an incorrect administration – the mind set was not done properly, resulting in the reporting of ‘work type’or ‘ideal type.’

Why isn't everyone like me?

• What would an organisation be like if it were run entirely by people who shared your preferences?

• You can determine the type of a workgroup by constructing a "Type Table"

Type Table

# = ___

E = ___ I = ___S = ___ N = ___T = ___ F= ___J = ___ P = ___

Modal Type (Most Frequent Type)__ __ __ __Group Type (Most Frequent Preference)__ __ __ __

ISTJ ISFJ INFJ INTJ

ISTP ISFP INFP INTP

ESTP ESFP ENFP ENTP

ESTJ ESFJ ENFJ ENTJ

Working with the Type Table

• What challenge exists in working in a group that has a different "group type" than your own type?

• What actions might you take to work together effectively?

E–I Splitting Exercise

• In your groups, create 3 questions that will give you better insight into the opposite to your preference on this dichotomy(5 minutes)

• Elect a spokesperson who will actually ask the questions

E–I Splitting Exercise

What are some of the Observable Behavioural Differences you notice between E’s and I’s?

• E’s are more talkative, energetic, and overtly enthusiastic about the task.

• I’s go silent when first asked a question.• E’s answer questions immediately.• I’s wait to see who will answer.• E’s talk over one another.• I’s preserve space between themselves.• E’s rugby-huddle.

• In the E group, one or two look introverted.• In the I group, one or two look extraverted.

E–I Splitting exercise

• What are the implications and applications of this splitting exercise?

• Communication breakdown• Conflict between the two Types

S–N Splitting Exercise

Look at the following picture for 11/2 minutes, in silence, and then be prepared to share with the group what you think you have been looking at.

People with a preference for S:

• Describe what they literally see:– physical attributes of the picture (colour,

shapes, artist’s name, size)• Then they try to make sense out of the shapes –

object sense• We can usually agree with the interpretations of

the shapes.

People with a preference for N:

• Interpret the picture, seeing possibilities and meanings that are highly personalised

• They often make up a story about the picture • There is often an all-encompassing meaning or

message.

What can we conclude?

• We all look at the same image but see different things.

• Who sees it correctly?

S–N Splitting Exercise

• What are the implications and applications of this exercise?

• We must remember that we all trust our own perceptions, while knowing that there are many other ways of seeing the same object/situation.

T–F Splitting Exercise

• Imagine that you have been invited to a party with your partner or a close friend.

• Your partner/friend arrives, ready for the party, and you look at what they are wearing and say to yourself ‘Oh no! Are they really going to wear that?’

• What do you do and say in these circumstances? Discuss in your groups.

• T’s concentrate on achieving their desired outcome – the partner/friend changes clothes or they don’t go.

• T’s are frank and to-the-point in stating their views about the clothing.

• F’s often say they don’t care what the person is wearing.

• F’s are often concerned about embarrassing the person, take a tactful, indirect approach.

T–F Splitting Exercise


• T’s look for faults and helpfully point them out.• F’s look for good things and point them out.• Which is the best approach?

J–P Splitting Exercise 1

• There are two signs at opposite ends of the room

A. I have to get my work done before I can playB. I can play anytime

• Form a line that indicates how much each of these appeal to you, which comes closest to how you usually feel or act


• Assuming that you are all friends, plan a social picnic for your group


• J’s plan everything to the nth degree, liking to cover every contingency.

• P’s leave things open, desiring flexibility.

J–P Splitting Exercise


• J’s form a poor opinion of P’s.• P’s have to look like J’s if they are to succeed in

organisational settings.• J’s pay a price for their need to organise everything

– continuous low-grade stress.

Sources of Stress

• Each of the preferences provide an indication of where the source of stress may be for an individual

• Aim to understand what may cause stress for you, or someone who does not share the same preference as you, and what you could do to minimise that stress

Typical Work Stressors for each of the Preferences

Stressors for Extraverts• Working alone• Having to communicate mainly by email• Lengthy work periods with no interruptions• Having to reflect before taking action• Having to focus in depth on one thing• Getting feedback in writing only

Stressors for Introverts• Working with others• Talking on the phone a lot• Interacting with others frequently• Having to act quickly without reflection• Too many concurrent tasks and demands• Getting frequent and verbal feedback

Coping with Being Different

Your Preference

Workgroup's Preference Consider these tactics:

• Networking with others outside your team• Asking them to voice their ideas• Paying attention to written notices and email• Allowing others to think about your idea before they

provide feedback (count to three – or ten…)

Extraversion Introversion

Your Preference

Extraversion

Consider these tactics:• Arriving at work early to take advantage of quiet time• Intentionally seeking out private/reflective time – take

the long way home• Planning private breaks throughout the day to collect

your thoughts• In meetings, voicing even partially thought-through

perspectives

Workgroup's Preference

Introversion


Stressors for Intuitive Types• Having to attend to realities• Having to do things the proven way• Having to attend to details• Checking the accuracy of facts• Needing to focus on past experience• Being required to be practical

Stressors for Sensing Types• Attending to own and other's insights• Having to do old things in new ways• Having to give an overview without details• Looking for the meaning in the facts• Focussing on possibilities• Too many complexities


Your Preference


Consider these tactics:• Getting involved in projects that require long-range or

future thinking• Practice "brainstorming" with the rest of the team• Preparing yourself for "roundabout" discussions –

look for patterns• Going beyond specifics – try to discover meanings

and themesSensing Intuition

Your Preference


Consider these tactics:• Practice presenting information in a step-by-step

manner• Providing specific examples of vital information• Honouring organisational values surrounding

experience and tradition• Reading the fine print and getting the facts straight

Intuition Sensing


Stressors for Thinking Types• Using personal experience to assess situations• Adjusting to individual differences and needs• Noticing and appreciating what is positive• Focussing on processes and people• Using empathy and personal values to make

decisions• Having others react to questioning as divisive

Stressors for Feeling Types• Analysing situations objectively• Setting criteria and standards• Critiquing and focussing on flaws• Focusing on tasks only• Being expected to use logic alone to make

decisions• Asking questions that feel divisive


Your Preference


Consider these tactics:• Working on projects in which alternative causes and

solutions are evaluated in personal terms• Reminding yourself that factoring in the impact on

people is logical even if people aren't• Softening critical remarks – finding the positive, too• Asking for others' opinions and concerns, looking for

points of agreement before discussing issuesThinking Feeling

Consider these tactics:• Practice laying out an argument logically by saying

if…then, or by considering the causes and effects• Understanding that critical feedback is often given in

the spirit of improving your professionalism• Bringing attention to stakeholders' concern regarding

projects/work• Using brief and concise language to express your

wants and needs

Your Preference


Feeling Thinking


Stressors for Judging Types• Waiting for structure to emerge from process• Too much flexibility around time frames and

deadlines• Having to marshal energy at the last minute• Staying open to reevaluation of tasks• Dealing with surprises

Stressors for Perceiving Types• Having to organise themselves and others

planning• Working within timeframes and deadlines• Others' distrust of last minute energy• Having to finish and move on• Developing contingency plans• Being required to plan ahead


Consider these tactics:• Seeking out projects that have definite milestones

and a final deadline• Trying to wait on a decision for a few days, continuing

to gather more information and paying attention to ideas that may come up

• Understanding that work is progressing despite differences in work styles

• Making your own milestones and deadlines

Your Preference


Judging Perceiving

Consider these tactics:• Recognising that deadlines set by the organisation

may not be negotiable• Using a past decision you believe others rushed to

demonstrate the advantages of slowing down to gather more information

• Becoming active in projects where the process is just as important as the outcome

• Keeping "surprises" to a minimum and reducing your options

Your Preference


Perceiving Judging

Delivering Feedback that caters to Type

E I

S NDiscuss with a peer if necessary. Reflect on need for corrective feedback

T F

J P

Describe the actual and specific unwanted behaviour or unfulfilled responsibilities you have observed.

Be concrete, factual, and verifiable.

Relate the actual behaviour to the big picture

Give your impressions about how this behaviour or unfulfilled expectation has affected outcomes.

Present your interpretation of the facts.

Disclose your values and feelings.

Explain why this correction is important to you and why it matters.

Determine and express the logical outcomes of this behaviour on you and others.

Consider the pros and cons of your planned action.

Determine any present or future action plans and secure the other person's commitment to change.

Allow for input from the other person and flexibility in determining any steps.

SNTF Problem Solving

Sensing

Thinking

Feeling`

iNtuition

1

2 3

4Sensing• Identify and clarify

problem (who, what, when, where)

• Gather relevant, specific data

• Use facts verifiable by a reliable source

Thinking• Weigh practicality of

alternatives• Examine consequences• Weigh gains/losses

iNtuition• Intuit probable causes• Generate alternatives,

interpretations of the factual data

• Seek patterns relating this problem to others

Feeling• Determine “fit” with

personal and • organisational values• Assess effects on

relationships/ organisation

• Determine how to win others to solution

Further Application of SNTF Problem Solving

SensingQuestions

ThinkingQuestions

FeelingQuestions

iNtuitingQuestions

1

2 3

4ConcreteWhat do we know?RealisticWhat are the real costs?PracticalWill it work?ExperientialCan you show me how it works?TraditionalDoes anything really need changing?

LogicalWhat are the pros and cons?

ReasonableWhat are the logical consequences?

QuestioningBut what about…?

CriticalWhat is wrong with this?

ToughWhy aren't we following through now?

AbstractWhat else could this mean?ImaginativeWhat else can we come up with?ConceptualWhat other ideas are there?TheoreticalHow is it all connected?Original:Is there a new way to do this?

EmpatheticWhat do we like and dislike?

CompassionateWhat impact will this have on people?

AccommodatingHow can we make everyone happy?

AcceptingWhat is beneficial in this?

TenderWhat about the people who will be hurtS

TN

F

What Now?

• How does your type contribute to the team?• What are the pitfalls for your type?• What are your next steps?

Understanding Team Dynamics using MBTI

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