KPC - Personality Type Template

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Personality Type 2012 What makes you tick ... ... and what about them???

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Who Am I? Who Are You? Who Are We Together? What Are We Here To Do? How Are We Going To Do It? How Are We Doing? TEAM ESSENTIALS TEAM ESSENTIALS How Did We Do It? THE TEAM CHALLENGE

OBJECTIVES:

OBJECTIVES To gain a general understanding of Personality Type. To develop a heightened awareness of your preferences and work more effectively through the use of them. To be aware of, accept, value & leverage difference in others. Take a further step toward leadership team success.

THE AWARENESS CHALLENGE:

THE AWARENESS CHALLENGE Self, relationship and situational awareness are the core components of emotional intelligence

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Most of us wear filters from time to time Which of our organs serve as filters?

MENTAL FILTERS:

MENTAL FILTERS BLM & BLT SYNDROMES. Both can lead us into the “blame game”. Watch out for “shoulds”. We all come to the table with biases and beliefs, preconceptions and prejudices. “You don’t really like hearing different do you?” “Not at all.  I can totally admit when I’m wrong.” “But it’s not always right or wrong.  Often there is just different.” DIFFERENT “In Difference is Strength”

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The Six Blind Men and the Elephant

LEADERS ON THE COUCH:

LEADERS ON THE COUCH Manfred Kets de Vries says “the role of a leader is to get the best out of people, to really make people feel alive and not become automatons, which is too often the case and that is a waste of one’s life. You have only one life: make it an interesting journey.”

PERSONALITY TYPE THEORY:

PERSONALITY TYPE THEORY Inspired by Carl G Jung (INTP) and refined by Katharine Cook Briggs (INFJ) and defined by her daughter Isabel Briggs Myers (INFP) and further refined by her son & daughter-in-law Peter & Kathy Myers

JUNG SUGGESTED:

JUNG SUGGESTED That human behaviour is not random but rather, predictable and thus classifiable. These preferences emerge early in life, forming the foundation of our personality, our core . Given environmental support for our natural development, our innate preferences will tend to develop in the natural sequence for that type. We are all the same in different ways; We are all different in the same ways. We are not limited by our type; it’s all there and available to us. Our focus is on preference.

UNDERSTANDING OUR SELVES:

UNDERSTANDING OUR SELVES Core What’s innate & energising. Developed What’s been habituated through the journey of life. Contextual What situations require. Are you working from the “inside out” or the “outside in”? Now wait a minute. I am free to act according to the needs of the moment!

PREFERENCES:

PREFERENCES Where does your preference come from? What happens to that preference in an unfavourable environment? Would it be better if we used all our functions equally well? LT RT USE SKILL PREFER

WHAT MajorsPTITM IS …:

WHAT MajorsPTI TM IS … An on-line self-assessment of personal preferences. A means of assessing gifts and attributes but it’s only as accurate as the answers provided. Helps you find your best-fit personality type pattern; i.e. themes and preferred processes that seem to fit you best. It’s over to you to engage in self-discovery. Only you can decide your true type ; it’s all hypothetical; we’re asking questions, only you have the answers. Truth in science can be defined as the working hypothesis best suited to open the way to the next better one.

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“BEST FIT”? We are complex, adaptable beings, so our personality type can only predict ways we might prefer to behave in a given situation. It does not determine them. Life is like a game of cards. The hand you are dealt is determinism; the way you play it is free will. You’ve got ...?

WHAT IT’S NOT …:

WHAT IT’S NOT … Not a test you pass or fail. Not a measure of normalcy. Not a measure of maturity. Not a measure of intelligence. Not a measure of effectiveness. Not an indicator of how well talents are used. Not to be used for selection, promotion, dismissal. The Report is the property of the individual; shared only on a voluntary basis.

VALUE AT WORK:

VALUE AT WORK Provides insight into: Problem solving approaches. Approach to decision making. Communication style. Leadership style. Team style. What causes you stress and how it manifests How you learn. Career development. Personal development. Relationship development. See: Quick Guide to the 16 Personality Types in Organisations

CLARITY PREFERENCE:

CLARITY PREFERENCE Either slight > moderate > clear > very clear. Not a measure of strength of preference. If slight; the developed or contextual self might be influencing you, and/or you may be under stress, and/or you may be in psychological mid-life, and/or you may have a element of your style “out of preference”. In the absence of clarity, have a conversation.

MODEL OF FOUR BI-POLAR PREFERENCES:

The Cognitive Processes – Perceiving & Judging MODEL OF FOUR BI-POLAR PREFERENCES How You Take in Information Where You Access and Direct Your Energy How You Make Decisions S ENSING I N TUITION T HINKING F EELING E XTRAVERSION I NTROVERSION Directed to outer world of people, activities or things. Directed to inner world of ideas, emotions or impressions Your Most Comfortable Environment Living a flexible & spontaneous life J UDGING P ERCEIVING Living a planned & organised life

SELF-DISCOVERY:

SELF-DISCOVERY Not everything that counts can be counted, and not everything that can be counted, counts.

THE JOHARI WINDOW:

THE JOHARI WINDOW Public Knowledge … What I show you ... Behaviours Feedback … Your Gift to Me ... Talents Private … Mine to share … Values Unconscious … Mine to discover ... Core needs Known to Others Unknown To Others Known to Self Unknown to Self

THE UNCONSCIOUS:

THE UNCONSCIOUS Unconscious feelings Unconscious or automatic skills Unnoticed perceptions Unconscious thoughts Unconscious habits Automatic reactions Complexes Hidden phobias Concealed desires Locus of implicit knowledge Intuition & gut feelings One does not become enlightened by imagining figures of light, but by making the darkness conscious. Unconscious of your story, you are in its grasp. Do you own your story or does your story own you?

ENERGY ORIENTATION:

ENERGY ORIENTATION Extraversion Have high energy. Attracted to outer world. Like to be around people. Friendly, easy to know. Speaks out easily – talk then think. Often impatient with long, slow tasks. Easily distracted. Likes variety & action. Interested in getting the job done. Introversion Have quiet energy. Inner world attraction – reflective. Reserved, take time to know. Hold back – think then talk. Prefer to work “behind the scenes”. Don’t mind working on long projects, prefers to work on one thing at a time. Likes quiet for concentration. Interested in the idea behind the job.

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Those who prefer Extraversion are drawn to the outside world as their elemental source of energy. Rarely do extraverted preferenced people feel their energy batteries are "drained" by excessive amounts of interaction with the outside world. They prefer to engage the things, people, places and activities going on in the outside world for their life force. Those who prefer Introversion draw their primary energy from the inner world of information, thoughts, ideas, and other reflections. When circumstances require an excessive amount of attention spent in the "outside" world, those preferring Introversion find the need to retreat to a more private setting as if to recharge their drained batteries. E I

TAKING INFORMATION IN :

TAKING INFORMATION IN Sensing See facts, details & specifics. Like precision. Practical & realistic. Like set procedure, routines & established ways. Live in the “what is” here & now. Trust actual experience, “what was”. Remember things. Take one step at a time. Seldom make factual errors. iNtuition See patterns & possibilities, often miss details. Notice anything new and different. Imaginative & inventive. Thrive on change, new ideas & variety. Focus on future implications – “what could be”. Like to figure things out for themselves. Trust gut. Work in bursts. Can make factual errors.

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Those who prefer Sensing Perception favour clear, tangible data and information that fits in well with their direct here-and-now or past experience. They cultivate an experiential awareness. Those who prefer Intuition Perception are drawn to information that is more abstract, conceptual, big-picture, and represents imaginative possibilities for the future. They cultivate a symbolic awareness. S N

DECISION MAKING:

DECISION MAKING Thinking Focus on facts & principles. Concentrate on people’s thoughts not feelings. Good at analysing situations. Makes decisions objectively. Tend to see flaws. May like to argue and debate for fun. Appear cool and reserved. Able to reprimand. Feeling Uses personal values & feelings to make a decision. Concentrate on people’s feelings not thoughts. Good at analysing people. Appear warm and friendly. Shows appreciation & care for others, are empathetic & forgiving. Enjoy pleasing others. Value harmony, dislike telling people unpleasant things.

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Those who prefer Thinking Judgment have a natural preference for making decisions in an objective, logical, and analytical manner with an emphasis on tasks and results to be accomplished. Those whose preference is for Feeling Judgment make their decisions in a somewhat global, visceral, harmony and value-oriented way, paying particular attention to the impact of decisions and actions on other people. T F

RELATING TO THE WORLD :

RELATING TO THE WORLD Judging Like to be organised. Need closure, want things decided. Like to make plans & follow them. Pay attention to time, handle deadlines well. Plan ahead so not rushed. Like structure, can live with most rules. May decide too quickly or stick to plan too rigidly. Does things in depth. Perception Don’t mind leaving things open, like flexibility. Pressure prompted. Less aware of time, may run late, often rush to complete. Dislikes rules, explores options first. Playful & unconventional. May have trouble making plans or decisions. Can juggle well, may have many unfinished projects.

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Those who prefer Judging rely upon either their T or F preference to manage their outer life. This typically leads to a style oriented towards closure, organisation, planning, or in some fashion managing the things and or people found in the external environment. The drive is to order the outside world. Those who prefer Perceiving rely upon either their S or N preference to run their outer life. This typically results in an open, adaptable, flexible style of relating to the things and people found in the outside world. The drive is to experience the outside world rather than order it; in general lack of closure is easily tolerated. J P

BALANCED COGNITIVE PROCESSING:

BALANCED COGNITIVE PROCESSING Sensing iNtuition Thinking Feeling P ERCEPTION J UDGEMENT Time to Completion I see things as they are I look for patterns & impressions I step out I step in

SKEWED COGNITIVE PROCESSING:

SKEWED COGNITIVE PROCESSING Time to Completion P ERCEPTION J UDGEMENT Sensing iNtuition Thinking Feeling

SKEWED COGNITIVE PROCESSING:

SKEWED COGNITIVE PROCESSING Time to Completion P ERCEPTION J UDGEMENT Sensing iNtuition Thinking Feeling

BALANCED PROCESSES:

BALANCED PROCESSES Perception without Judgement is spineless. Judgement without Perception is blind.  Potential for conflict in relationships “ Why are you so bossy?” “Why are you so flaky?” “Why can’t you be more open to options?” “Why can’t you ever make a decision?” “Why can’t you just chill out?” “Why can’t you take this seriously?” People with great gifts are easy to find, but symmetrical and balanced ones, almost never.

When combined your preferences indicate your Personality Type:

When combined your preferences indicate your Personality Type E or I S or N T or F J or P

YOUR BEST-FIT TYPE?:

YOUR BEST-FIT TYPE?

YOUR REPORT:

YOUR REPORT Pages 3 – 6 – Each dichotomy explained, i.e. E – I, S – N, T – F & J – P. Page 7 – Your 4-letter type, e.g. ENTJ, ISFP. Page 9 – Brief descriptions of all 4-letter types.

16 PERSONALITY TYPES:

16 PERSONALITY TYPES ISFP - ESFP - ESFJ - ENFJ - ENFP - INFP - INTP - ENTJ - ENTP - INFJ - INTJ - ISFJ - ISTP - ESTP - ESTJ - ISTJ - The 16 Types are known as cognitive dynamics because processes operate in dynamic relationship to each other.

LET’S TALK TEAM PREFERENCES:

LET’S TALK TEAM PREFERENCES E = I = S = N = T = F = J = P =

EXTRAVERSION - INTROVERSION:

EXTRAVERSION - INTROVERSION Describe how you think the other group would describe how you would behave in a very important business meeting where many important decisions had to be made. What would they see as helpful? What would they see as limiting? 5 minutes discussion time, 5 minutes report time.

EXTRAVERSION - INTROVERSION:

EXTRAVERSION - INTROVERSION What’s your ideal work environment? What’s your ideal weekend break? Friendships? Number of? Types of topics? Level of intimacy?

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EXTRAVERSION INTROVERSION Helpful Readily takes initiative in work & relationships. Sociable & expressive. Limiting Stopping talking to listen. Listen without interrupting. Helping people understand the difference between your discussions & your decisions. Helpful Focus in depth on their interests. Contained. Limiting Showing themselves. Offering a contribution & bringing energy to the table. Initiating discussion.

BALANCED USE OF ENERGY:

BALANCED USE OF ENERGY Introversion lacking Extraversion is impractical. Extraversion without Introversion is superficial. Potential for conflict in relationships “I’d like to stay home and read.” “I’d like to get out and have fun.” “ I never know what’s going on inside your head.” “You never listen.”

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Write about the … sea …

SENSING - INTUITION:

SENSING - INTUITION Sensing iNtuition Big Cold Deep Tides Waves Wet Dolphins Boats Salty 2/3rds earth’s surface Bikini Full of fish Blue Sand Sailing Flathead Surf Beach Vast Inner Rhythmic Slave to the moon Pulsating Space Surging Full of life Ever-changing Life-giving Moody Mysterious Endless Romantic Bounteous Infinite Dark Ebb & flow

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SENSING INTUITION Helpful Factual & concrete. Observe & remember specifics. Build carefully & thoroughly towards conclusions. Challenge Accepting ambiguous, big picture opportunities. Impatience . Helpful Oriented to future possibilities. Imaginative & verbally creative. Challenge Providing sufficient structure for others to follow. Checking the validity of their assumptions.

THINKING - FEELING:

THINKING - FEELING

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I’m OK … honest

THINKING - FEELING:

THINKING - FEELING You have a friend in crisis and they ask you for help, what would you do? Identify the first 3 – 5 priorities – take a few minutes to reflect. Then Ts share their approach, then Fs theirs for another few minutes.

THINKING - FEELING:

THINKING - FEELING THINKING FEELING They get into problem solving mode. They establish the facts. They lend clarity. They weigh the pros and cons. They step out before they step in They listen and empathise. They help the person express their feelings. They are supportive. They step into the situation first. Both groups want to do the right thing, both care. It is the approach to the problem that differs.

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THINKING FEELING Helpful Analytical. Solve problems using logic. Reasonable. Fair – equality. Challenge Questioning, critical, toughness which may impact negatively on people. Ensuring people receive balanced feedback (80% good – 20% improve) … being appreciative. Helpful Empathetic. Assess impacts on decisions on people. Strive for harmony & positive interactions. Fair – for each individual. Challenge Addressing performance issues. Ensuring people receive balanced feedback = being able to critique.

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What do you like to be appreciated or recognised for? How do you like to be appreciated or recognised? How do you feel if you are not appreciated or recognised in this way? THINKING - FEELING

THINKING - FEELING:

THINKING - FEELING THINKING FEELING Prefer word “recognised”. A job well done, not for average work. Task-oriented achievements. By someone we respect. Not effusively. Money or objective measures. Being given a larger project. If no recognition, react (angry, annoyed) then find out why & get over it. Prefer word “appreciated”. Personal contribution, making a difference. Helping others. Personal & genuine thanks and plenty of it. Must be sincere. Tokens & gestures more important than money. If no recognition, react (hurt) then take it inside.

A PLANNING EXERCISE “The Spirit of Giving” :

A PLANNING EXERCISE “The Spirit of Giving” Context & Purpose? The 1SAP Team has been asked to devote one day of their year to charity work to help those less fortunate. Goal? To make a difference. Activity? Produce a plan. Time Available? 10 minutes.

JUDGING - PERCEIVING:

JUDGING - PERCEIVING If you don’t know where you are going, you are not likely to get there. If you don’t know where you are going, you never know, you might end up somewhere more interesting. Where do you stand on this continuum? 10 0

JUDGING - PERCEIVING:

JUDGING - PERCEIVING I have to get my work done before I can play. I can play any time. Where do you stand on this continuum? 10 0

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JUDGING PERCEIVING Helpful Focused on closure, predictability, planning & organisation. Challenge Accepting people’s individual requirements beyond initial training. Helpful Flexible. Adapt to changed course. Challenge Participating in the planning process. Following through on commitments.

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Carl Jung Everything that irritates us about others can lead us to an understanding of ourselves. Share & take comfort from our similarities, celebrate & learn through our differences.

MODEL OF FOUR BI-POLAR PREFERENCES:

The Cognitive Processes MODEL OF FOUR BI-POLAR PREFERENCES How You Take in Information Where You Access and Direct Your Energy How You Make Decisions S ENSING I N TUITION T HINKING F EELING E XTRAVERSION I NTROVERSION Directed to outer world of people, activities or things. Directed to inner world of ideas, emotions or impressions Your Most Comfortable Environment Living a flexible & spontaneous life J UDGING P ERCEIVING Living a planned & organised life

LET’S TALK COGNITIVE PAIRS:

LET’S TALK COGNITIVE PAIRS ST = SF = NT = NF =

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A C H R I S T M A S S T O R Y

COGNITIVE PARTNERS:

COGNITIVE PARTNERS ST Let’s be accurate & responsible Focus on the practical and pragmatic. Cause and effect. A just-the-facts approach. SF Let’s be practical & service-oriented Write about themselves or people they know. Tell a story. A sensitive-&-caring approach. NT Let’s be theoretical & entrepreneurial Explore underlying meaning. Focus on the overall system. An abstract, problem-solving approach. NF Let’s be insightful & inspiring Use nature to symbolise themes such as life & growth. Create a mood. A growth & development approach.

ORDER OF PREFERENCE EXAMPLES:

ORDER OF PREFERENCE EXAMPLES Four-letter type Dom Aux Ter Inf ENFP Ne Fi Te Si INFJ Ni Fe Ti Se ESTP Se Ti Fe Ni ISTJ Si Te Fi Ne

MY “DR PHIL” MOMENT:

MY “DR PHIL” MOMENT Beware the “Be Like Me” Syndrome. Opposites attract then when the romance has died they seek to change ... the other! In fact, worse still, we assume everyone is like us and if they are behaving differently, they are just obstreperous. Sometimes we even see “different” as “less than”. 4 Same 3 Same 1 or 2 Same 0 Same 10% 30% 55% 5%

WHERE TO FROM HERE?:

WHERE TO FROM HERE?

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Self Discovery – Understand it Self reflect Interact with others, contact me Stay open to new information & insights through process watching. Review: Understanding Yourself and Others Personal Effectiveness Questions – Own It To what extent am I being myself? To what extent am I using (over and under) my preferences? What steps can I take to achieve my full potential? Team Effectiveness Questions – Put it to Work How can the team create an environment where everybody’s preferences are respected and used? How can we improve our communications? How can we improve our problem solving and decision making? How can we better manage conflict?

ONE-ON-ONE TALKS:

ONE-ON-ONE TALKS What have you got in common? What are your differences? How does that potentially help/hinder your relationship? How can you use this information to build & improve your relationship? Commitments & Expectations I can support you more if I …. You can support me more if you … We can support each other more if we …

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The shoe that fits one person pinches another; there is no recipe for living that suits all cases. CARL JUNG

Type Development …:

Type Development … … describes a typical sequence of psychological growth for every profile.

ORDER OF PREFERENCES:

ORDER OF PREFERENCES Four-letter type Dom Aux Ter Inf ENFP or INFJ N F T S ESTP or ISTJ S T F N ENTJ or INTP T N S F ESFJ or ISFP F S N T ENTP or INTJ N T F S ESFP or ISFJ S F T N ESTJ or ISTP T S N F ENFJ or INFP F N S T

ORDER OF PREFERENCES - DOMINANT -:

ORDER OF PREFERENCES - DOMINANT - Everyone has a favourite (or dominant) function which is like the captain of a ship, having the most important role in guiding us, and it becomes the type core of our conscious personality. During the first part of your life, you come to rely on your favourite function, and you tend to develop the most skill with it. Some people, for example, give the most weight to their Intuition. They trust that function the most, and they are the most energized when they use it. As children, they probably tended to focus on Intuition (assuming their family supported it), and they probably became involved in activities where they could use their imagination and focus on possibilities.

ORDER OF PREFERENCES - AUXILIARY -:

ORDER OF PREFERENCES - AUXILIARY - If individuals used the dominant function all the time, they would be one-sided, always taking in information (and never making decisions) or always rushing to decisions (and not stopping to take in information). Therefore, there is a second-preferred function called the auxiliary function. The auxiliary can be thought of as the first mate on the ship. The auxiliary function tends to develop after the dominant function. During adolescence and early adulthood, individuals come to develop skills in and rely on their dominant and auxiliary functions. They give less attention to the opposite functions, the letters that do not appear in their type.

ORDER OF PREFERENCES - TERTIARY -:

ORDER OF PREFERENCES - TERTIARY - Development of this function tends to come later in life (about midlife) after you have grown and feel comfortable with the dominant and auxiliary. For example, a Thinking type with tertiary Intuition may begin taking literature courses. About this time, the question arises in life, Is this all there is ? The tertiary function can guide you toward areas of your life you have avoided, areas that require skills you do not feel comfortable using.

ORDER OF PREFERENCES - INFERIOR -:

ORDER OF PREFERENCES - INFERIOR - We call the fourth function the inferior function when it emerges without conscious intention and tries to overpower the dominant and auxiliary. This can lead to a person feeling “in the grip” of his or her inferior function. The inferior may also manifest under stress, when resources of the dominant and auxiliary are exhausted. When the inferior function manifests in someone’s life, that person may say, “I don’t know what got into me.” It often feels like being out of control (outside the conscious ego). The inferior may manifest in negative, immature ways as it is the least developed.

THE EVEN BIGGER PICTURE:

THE EVEN BIGGER PICTURE Dom Aux Ter Inf Unconscious ENFP Ne Fi Te Si Ni Fe Ti Se INFJ Ni Fe Ti Se Ne Fi Te Si ESTP Se Ti Fe Ni Si Te Fi Ne ISTJ Si Te Fi Ne Se Ti Fe Ni We all have access to the 8 cognitive processes; the remaining four usually dwell in the unconscious.

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