logging in or signing up 3 6 05 Cozumel Patrizia Download Post to : URL : Related Presentations : Share Add to Flag Embed Email Send to Blogs and Networks Add to Channel Uploaded from authorPOINTLite Insert YouTube videos in PowerPont slides with aS Desktop Copy embed code: (To copy code, click on the text box) Embed: URL: Thumbnail: WordPress Embed Customize Embed The presentation is successfully added In Your Favorites. Views: 393 Category: Education License: All Rights Reserved Like it (0) Dislike it (0) Added: January 17, 2008 This Presentation is Public Favorites: 2 Presentation Description No description available. Comments Posting comment... By: cuppasoup (43 month(s) ago) Hi Patrizia, I am facilitating an mbti workshop in a few weeks for a group of physicians. Would you be willing to either share your statistics slides with me, or to point me to the reference material you used to create them? Thank-you, cuppasoup Saving..... Post Reply Close Saving..... Edit Comment Close Premium member Presentation Transcript Slide1: Science and Society Institute Pew Scholar and Fellows Annual Meeting March 6, 2005 Slide2: Leadership Model Understanding and using self MBTI/FIRO-B Working with others Goals setting and next steps ProgramSlide3: Have a model of leadership Get feedback as to how well you do against the model Value the feedback one way or the other Make a plan Work the plan Leadership development Model of Leadership: Model of LeadershipSlide5: The challenge of leadership has always been to provide coherence, structure and, ultimately, meaning in times of great change and dislocation. Leadership is getting groups of people to enact a vision or new direction. Leadership is… Leadership = Vision + Relationship + TaskSlide6: Remember the best leader you have ever worked with. What did he or she do to create that image in your mind? List those things below: ___________________ ___________________ ___________________ ___________________ ___________________ Leadership is…Leadership – Self Knowledge: Leadership – Self KnowledgeSlide8: Self KnowledgeType Theory: Type Theory Based on Jungian type theory Development began in 1920’s Apparently random behavior is not random Value and respect for individual differences Dichotomous: differs from trait theory Emergent pattern of preferences; not pre-judged role or skillWhy Use MBTI?: Why Use MBTI? Increase self-awareness and confirm self-perception Discover normal differences in self/others concerning *Life orientation *How they acquire information *How they make decisions *How they engage the world Appreciate strengths in self and others Relate to key leadership tasks and challenges – teams, strategy, conflict, motivation, etc.Handedness Exercise: Handedness Exercise Comparison of Extraversion and Introversion: Comparison of Extraversion and IntroversionExtraverts and Introverts Types:: Extraverts and Introverts Types: Extravert Types Want: Time to talk Something to do Communication, communication, communication To have a voice Action, keep up the pace Introvert Types Want: Time alone To be asked what they think Thought-out written communication Time to think Time to assimilate change before actionComparison of Sensing and iNtuition: Comparison of Sensing and iNtuitionSensing and Intuitive Types:: Sensing and Intuitive Types: Sensing Types Want: Real data- why is this occurring? Specifics and details about the changes Connections to the past Realistic description of the future Clear guidelines - roles, expectations Intuitive Types Want: Overall rationale- big picture General directions Pictures of the future Options for the general direction Opportunities to participateComparison of Thinking and Feeling: Comparison of Thinking and FeelingThinking and Feeling Types:: Thinking and Feeling Types: Thinking Types Want: Logic behind the changes Systemic changes Clarity around decision process Goals, future structure Competent leadership Fairness and equity in the change process Feeling Types Want: Recognition of impact on people Plan to meet people’s needs Inclusion Values driving the change Caring from leader Appreciation and supportComparison of Judgement and Perception: Comparison of Judgement and Perception PJudging and Perceiving Types:: Judging and Perceiving Types: Judging Types Want: Clear concise plan Defined outcomes and goals Time frame with stages Clear priorities Completion No surprises! Perceiving Types Want: Open-ended approach General parameters Flexibility and options Information Room to adjust Loose approach, go with the flow MBTI Report: MBTI ReportMBTI Type and Leadership : MBTI Type and Leadership MBTI Type and Leadership : MBTI Type and Leadership 1 A Guide to the Development and use of the MBTI, Isabel Briggs Myers and Mary McCaulley. 2 Center for the Health Professions, UCSFMBTI Temperaments: MBTI Temperaments 1 Adapted from Type in Organizations, SK Hirsh. JM Kummerow, Consulting Psychological Press, Menlo Parr, 1998. SJ – Traditionalists – dutiful responsible, hard working reliable Too Bureaucratic SP – Troubleshooter – clever, resourceful, spontaneous problem solver Too Expedient NT – Catalyst – spokesperson, energizer, authentic, inclusive Too Idealistic NT – Visionary – architect of systems, competitive, logical, impersonal, analytical Too Competitive MBTI and Temperament : MBTI and Temperament 1 University Faculty, 2 Managers and Administrators, MBTI Data Bank, A Guide to the Development and use of the MBTI, Isabel Briggs Myers and Mary McCaulley. 3UCSF Center for the Health ProfessionsMBTI and Temperament : MBTI and Temperament 1 CA Anesthesiologist, 5/04; 2SFGH RN managers 6/04 MBTI and Temperament : MBTI and Temperament 1 Center for the Health Professions, UCSF, 2005 MBTI Type Table: MBTI Type TableFIRO-B: Inclusion: FIRO-B: Inclusion Inclusion measures the degree to which a person associates with others and is concerned with being liked, accepted and included in their activities.FIRO-B: Control: FIRO-B: Control Control measures the extent to which a person assumes responsibility, makes decisions or dominates other people.FIRO-B: Affection: FIRO-B: Affection Affection measures a person’s interest in close intimate relationships, like those with a spouse life-long friend or mentor- usually those few people who make it into one’s inner circle of relationships.FIRO-B: Scoring : FIRO-B: Scoring Scores on the six scales can range from 0 - 9: 0-2 The characteristic behaviors are expressed or wanted very little 3-6 Moderate levels of the behaviors are expressed or wanted 7-9 Frequent expression, or strong need for the behaviors are indicatedFIRO-B: FIRO-B Further Reading: Further Reading Baron, Renee, What type am I, (New York, Penguin, 1998). Myers, Isabel Briggs, Manual: A guide to the Development and Use of Myers-Briggs Type Indicator, (Palo Alto, CA, Psychological Consulting Press, 1992).Slide34: Giving and Receiving FeedbackWhy Feedback: Why Feedback Key leadership skill Essential for strategy formation Key tool for aligning the organization Essential for advancing new directions, managing changePerformance Feedback: Performance Feedback The best aim is to create a culture or climate for positive, constructive, ongoing feedback. Six Cs for guiding behavior: Six Cs for guiding behavior Common Context Similar view of the end game/success Shared values, culture, expectations Comprehensive Both give and receive feedbackSix Cs for guiding behavior: Six Cs for guiding behavior Clear Goals and Process Linked to common context Understood Specific/written Shared/of interest to us both Systematic and universal Six Cs for guiding behavior: Six Cs for guiding behavior Capability Skills in place Attitudes aligned Willing to make the effortSix Cs for guiding behavior: Six Cs for guiding behavior Coaching Recognize gain Focused on improvement Instructive Balance of reason and emotion Informal and frequentSlide41: Ask open ended questions such as: What might this mean? What might you be doing to create this perception? Is it important to you to change these perceptions? Are you willing to try to change these perceptions? What specific actions will you do more or less of?Six Cs for guiding behavior: Six Cs for guiding behavior Confrontation On a specific goal, commitment or behavior Real data on performance or behavior and its impact on you or others No speculation on your part as to motivation Six Cs for guiding behavior: Six Cs for guiding behavior Consequences Rewards Sanctions ConsistencyEffective Feedback: Effective Feedback Specific rather than general Focused on actual behavior Serves the needs of the receiver Directed at changeable behavior Solicited and non-judgmental Sharing information, not advice-giving Well-timed and appropriate amount Checked to ensure it’s understoodReceiving Feedback: Be open and non-defensive, understand what others might say Clarify the feedback Determine if the feedback fits Determine what behaviors might cause these perceptions Share your feelings and thoughts about the feedback Decide what changes, if any, you might make Evaluate the consequences of changing or not changing behaviors Receiving FeedbackSlide46: Setting Leadership Goals I just wanted to be someone. I should have been more specific. Lily TomlinLeadership Development Individual Action Plan: Leadership Development Individual Action Plan 1. List two or three specific development goals, based on today’s information 2. Actions I will take to improve my effectiveness: Action Expected Outcome Timeframe 3. How I will monitor my progress: 4. Whom I will involve as a resource, mentor, or support: You do not have the permission to view this presentation. In order to view it, please contact the author of the presentation.
3 6 05 Cozumel Patrizia Download Post to : URL : Related Presentations : Share Add to Flag Embed Email Send to Blogs and Networks Add to Channel Uploaded from authorPOINTLite Insert YouTube videos in PowerPont slides with aS Desktop Copy embed code: (To copy code, click on the text box) Embed: URL: Thumbnail: WordPress Embed Customize Embed The presentation is successfully added In Your Favorites. Views: 393 Category: Education License: All Rights Reserved Like it (0) Dislike it (0) Added: January 17, 2008 This Presentation is Public Favorites: 2 Presentation Description No description available. Comments Posting comment... By: cuppasoup (43 month(s) ago) Hi Patrizia, I am facilitating an mbti workshop in a few weeks for a group of physicians. Would you be willing to either share your statistics slides with me, or to point me to the reference material you used to create them? Thank-you, cuppasoup Saving..... Post Reply Close Saving..... Edit Comment Close Premium member Presentation Transcript Slide1: Science and Society Institute Pew Scholar and Fellows Annual Meeting March 6, 2005 Slide2: Leadership Model Understanding and using self MBTI/FIRO-B Working with others Goals setting and next steps ProgramSlide3: Have a model of leadership Get feedback as to how well you do against the model Value the feedback one way or the other Make a plan Work the plan Leadership development Model of Leadership: Model of LeadershipSlide5: The challenge of leadership has always been to provide coherence, structure and, ultimately, meaning in times of great change and dislocation. Leadership is getting groups of people to enact a vision or new direction. Leadership is… Leadership = Vision + Relationship + TaskSlide6: Remember the best leader you have ever worked with. What did he or she do to create that image in your mind? List those things below: ___________________ ___________________ ___________________ ___________________ ___________________ Leadership is…Leadership – Self Knowledge: Leadership – Self KnowledgeSlide8: Self KnowledgeType Theory: Type Theory Based on Jungian type theory Development began in 1920’s Apparently random behavior is not random Value and respect for individual differences Dichotomous: differs from trait theory Emergent pattern of preferences; not pre-judged role or skillWhy Use MBTI?: Why Use MBTI? Increase self-awareness and confirm self-perception Discover normal differences in self/others concerning *Life orientation *How they acquire information *How they make decisions *How they engage the world Appreciate strengths in self and others Relate to key leadership tasks and challenges – teams, strategy, conflict, motivation, etc.Handedness Exercise: Handedness Exercise Comparison of Extraversion and Introversion: Comparison of Extraversion and IntroversionExtraverts and Introverts Types:: Extraverts and Introverts Types: Extravert Types Want: Time to talk Something to do Communication, communication, communication To have a voice Action, keep up the pace Introvert Types Want: Time alone To be asked what they think Thought-out written communication Time to think Time to assimilate change before actionComparison of Sensing and iNtuition: Comparison of Sensing and iNtuitionSensing and Intuitive Types:: Sensing and Intuitive Types: Sensing Types Want: Real data- why is this occurring? Specifics and details about the changes Connections to the past Realistic description of the future Clear guidelines - roles, expectations Intuitive Types Want: Overall rationale- big picture General directions Pictures of the future Options for the general direction Opportunities to participateComparison of Thinking and Feeling: Comparison of Thinking and FeelingThinking and Feeling Types:: Thinking and Feeling Types: Thinking Types Want: Logic behind the changes Systemic changes Clarity around decision process Goals, future structure Competent leadership Fairness and equity in the change process Feeling Types Want: Recognition of impact on people Plan to meet people’s needs Inclusion Values driving the change Caring from leader Appreciation and supportComparison of Judgement and Perception: Comparison of Judgement and Perception PJudging and Perceiving Types:: Judging and Perceiving Types: Judging Types Want: Clear concise plan Defined outcomes and goals Time frame with stages Clear priorities Completion No surprises! Perceiving Types Want: Open-ended approach General parameters Flexibility and options Information Room to adjust Loose approach, go with the flow MBTI Report: MBTI ReportMBTI Type and Leadership : MBTI Type and Leadership MBTI Type and Leadership : MBTI Type and Leadership 1 A Guide to the Development and use of the MBTI, Isabel Briggs Myers and Mary McCaulley. 2 Center for the Health Professions, UCSFMBTI Temperaments: MBTI Temperaments 1 Adapted from Type in Organizations, SK Hirsh. JM Kummerow, Consulting Psychological Press, Menlo Parr, 1998. SJ – Traditionalists – dutiful responsible, hard working reliable Too Bureaucratic SP – Troubleshooter – clever, resourceful, spontaneous problem solver Too Expedient NT – Catalyst – spokesperson, energizer, authentic, inclusive Too Idealistic NT – Visionary – architect of systems, competitive, logical, impersonal, analytical Too Competitive MBTI and Temperament : MBTI and Temperament 1 University Faculty, 2 Managers and Administrators, MBTI Data Bank, A Guide to the Development and use of the MBTI, Isabel Briggs Myers and Mary McCaulley. 3UCSF Center for the Health ProfessionsMBTI and Temperament : MBTI and Temperament 1 CA Anesthesiologist, 5/04; 2SFGH RN managers 6/04 MBTI and Temperament : MBTI and Temperament 1 Center for the Health Professions, UCSF, 2005 MBTI Type Table: MBTI Type TableFIRO-B: Inclusion: FIRO-B: Inclusion Inclusion measures the degree to which a person associates with others and is concerned with being liked, accepted and included in their activities.FIRO-B: Control: FIRO-B: Control Control measures the extent to which a person assumes responsibility, makes decisions or dominates other people.FIRO-B: Affection: FIRO-B: Affection Affection measures a person’s interest in close intimate relationships, like those with a spouse life-long friend or mentor- usually those few people who make it into one’s inner circle of relationships.FIRO-B: Scoring : FIRO-B: Scoring Scores on the six scales can range from 0 - 9: 0-2 The characteristic behaviors are expressed or wanted very little 3-6 Moderate levels of the behaviors are expressed or wanted 7-9 Frequent expression, or strong need for the behaviors are indicatedFIRO-B: FIRO-B Further Reading: Further Reading Baron, Renee, What type am I, (New York, Penguin, 1998). Myers, Isabel Briggs, Manual: A guide to the Development and Use of Myers-Briggs Type Indicator, (Palo Alto, CA, Psychological Consulting Press, 1992).Slide34: Giving and Receiving FeedbackWhy Feedback: Why Feedback Key leadership skill Essential for strategy formation Key tool for aligning the organization Essential for advancing new directions, managing changePerformance Feedback: Performance Feedback The best aim is to create a culture or climate for positive, constructive, ongoing feedback. Six Cs for guiding behavior: Six Cs for guiding behavior Common Context Similar view of the end game/success Shared values, culture, expectations Comprehensive Both give and receive feedbackSix Cs for guiding behavior: Six Cs for guiding behavior Clear Goals and Process Linked to common context Understood Specific/written Shared/of interest to us both Systematic and universal Six Cs for guiding behavior: Six Cs for guiding behavior Capability Skills in place Attitudes aligned Willing to make the effortSix Cs for guiding behavior: Six Cs for guiding behavior Coaching Recognize gain Focused on improvement Instructive Balance of reason and emotion Informal and frequentSlide41: Ask open ended questions such as: What might this mean? What might you be doing to create this perception? Is it important to you to change these perceptions? Are you willing to try to change these perceptions? What specific actions will you do more or less of?Six Cs for guiding behavior: Six Cs for guiding behavior Confrontation On a specific goal, commitment or behavior Real data on performance or behavior and its impact on you or others No speculation on your part as to motivation Six Cs for guiding behavior: Six Cs for guiding behavior Consequences Rewards Sanctions ConsistencyEffective Feedback: Effective Feedback Specific rather than general Focused on actual behavior Serves the needs of the receiver Directed at changeable behavior Solicited and non-judgmental Sharing information, not advice-giving Well-timed and appropriate amount Checked to ensure it’s understoodReceiving Feedback: Be open and non-defensive, understand what others might say Clarify the feedback Determine if the feedback fits Determine what behaviors might cause these perceptions Share your feelings and thoughts about the feedback Decide what changes, if any, you might make Evaluate the consequences of changing or not changing behaviors Receiving FeedbackSlide46: Setting Leadership Goals I just wanted to be someone. I should have been more specific. Lily TomlinLeadership Development Individual Action Plan: Leadership Development Individual Action Plan 1. List two or three specific development goals, based on today’s information 2. Actions I will take to improve my effectiveness: Action Expected Outcome Timeframe 3. How I will monitor my progress: 4. Whom I will involve as a resource, mentor, or support: