MBTI

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By: hyline (34 month(s) ago)

Very precise and insightful! May I download your slides? Thanks!

By: Profldr (35 month(s) ago)

I would like to add some of your slides to my PP on type.

By: eman33 (38 month(s) ago)

thanks alot, it is really helpful

By: msquare (41 month(s) ago)

gud

By: streamppt123 (45 month(s) ago)

Hi Kathy, I appreciate your MBTI ppt very much, may I have a copy please? Thanks. mindstream88@gmail.com

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Presentation Transcript

Myers-Briggs Personality Type Indicator – MBTI: 

Myers-Briggs Personality Type Indicator – MBTI Career Enhancement Committee Kathy Prem University of Wisconsin-Madison

Introduction to Type Theory: 

Introduction to Type Theory Swiss psychiatrist Carl Jung developed a theory early in the 20th century to describe basic individual preferences and explain similarities and differences between people Main postulate of the theory is that people have inborn behavioral tendencies and preferences Your natural response in daily situations Used when we are generally not stressed and feel competent, and energetic Could be defined as those behaviors you often don’t notice

Innate Preferences: 

Innate Preferences Exercise: Write your name

Development of the MBTI Instrument: 

Development of the MBTI Instrument Jung’s theory important but inaccessible to the general population Isabel Myers and Katherine Briggs (mother-daughter team) expanded on Jung’s work by developing an instrument to help people identify their preferences The MBTI tool is an indicator of personality type (i.e. innate preferences) that has proven to be remarkably reliable and valid Represents the result of over 50 years of research Is used globally in both education and corporate settings; over 2 million people each year

Value of the MBTI: 

Value of the MBTI Distinctions from other psychological or career based tools Does not assess psychological health Does not 'tell' the client what to do or be Involves client feedback and 'agreement' to Type Involves no scaling or value Inherent strengths and weaknesses associated with each type profile

Structure of the MBTI: 

Structure of the MBTI The MBTI instrument uses four dichotomies to identify preferences, which are then combined into one Type A dichotomy divides items into 2 groups where there is no continuum or value implied

Four MBTI Dichotomies: 

Four MBTI Dichotomies

Caution: MBTI Word Usage: 

Caution: MBTI Word Usage Words used to describe preferences in psychology do not mean the same thing as they do in everyday life Extravert does not mean talkative or loud Introvert does not mean shy or inhibited Feeling does mean emotional Judging does not mean judgmental Perceiving does not mean perceptive Etc.

E- I Dichotomy: Source of Energy: 

E- I Dichotomy: Source of Energy Most people who prefer Extraversion: 'I like to talk to people' Prefer action over reflection May act quickly w/out thinking Are attuned to external environments Prefer to communicate by talking Learn best through doing or discussing Are sociable and expressive Enjoy working in groups Most people who prefer Introversion: 'I like to read a book' Prefer reflection over action May not take action at all Are attuned to inner world Prefer to communicate in writing Learn best through thorough mental practice and reflection Are private and contained Enjoy working alone or in pairs Which is worse: no interruptions or frequent interruptions?

What is your E - I preference?: 

What is your E - I preference? Exercise When you are going to a large party, what do you do? What do you consider a large party or group?

S - N Dichotomy: Take in Information: 

S - N Dichotomy: Take in Information Most people who prefer Sensing: 'I like to learn the facts' Emphasize the pragmatic Prefer facts andamp; details/ specific information Are oriented to present realities Value realism Observe and remember specifics through 5 senses Build carefully and thoroughly to conclusions Trust experience Most people who prefer Intuition: 'I like to imagine possibilities' Emphasize the theoretical Prefer general concepts/ high-level plans Are oriented to future possibilities Value imagination See trends and patterns in specific data Use a 'sixth' sense Move quickly to conclusions, follow hunches Trust inspiration Which is worse – no sense of present reality or no sense of future possibilities?

What is your S-N preference?: 

What is your S-N preference? Exercise How did you decide whom to support?

T-F Dichotomy: Decision Making: 

T-F Dichotomy: Decision Making Most people who prefer Thinking: 'I like to decide logically' Are analytical Use cause-and-effect reasoning Solve problems with logic Strive for objective standard of truth Described as reasonable Search for flaws in an argument Fair – want everyone treated equally Most people who prefer Feeling: 'I like to consider people' Empathetic Guided by personal values Assess impact of decisions on people Strive for harmony and positive interactions Described as compassionate Search for point of agreement in an argument Fair – want everyone treated as an individual Which is worse: working in an environment that lacks logic or that lacks harmony?

What is your T-F preference?: 

What is your T-F preference? Exercise Little League Coach for the championship game and you can only take 11 of 13 players to the game What do you do? How do you choose?

J - P Dichotomy: Lifestyle: 

J - P Dichotomy: Lifestyle Most people who prefer Judging: 'I like to organize my schedule' Are scheduled/organized Strive to finish one project before starting another Like to have things decided May decide things too quickly Try to avoid last-minute stresses; finish tasks well before deadline Try to limit surprises See routines as effective Most people who prefer Perceiving: 'I like to adapt to changes' Are spontaneous/flexible Start many projects but may have trouble finishing them Like things loose and open to change May decide things too slowly Feel energized by last-minute pressures; finish tasks at the deadline Enjoy surprises See routines as limiting Which is worse: 'winging it' or adhering to a schedule?

What is your J-P preference?: 

What is your J-P preference? Exercise Sending you on a vacation $5,000 What do you do? How do you go about it?

Why should we care?: 

Why should we care? Individual Benefits: Gain insights into personality Reduce your defensiveness Increase your openness to feedback (clues) from what is going on around you Enhance your ability to appreciate differences in yourself and in others

Why should we care?: 

Why should we care? Staff Benefits: Appreciate others Make constructive use of individual approaches Allow for creative problem-solving; Different types approach problems in different, yet valid ways Understand and adapt to leadership’s management style Respect people’s work preferences Improve communication among supervisors, peers, employees, customers Example Approach to staff meetings that accommodate both introverts and extraverts?

Communication Breakdown: 

Communication Breakdown Ideal Leader is… Extravert: action-oriented Introvert: contemplative Sensing: pragmatic Intuitive: visionary Thinking: logical Feeling: compassionate Judging: planful Perceiving: adaptable

Understanding Type in “uncomfortable” situations: 

Understanding Type in 'uncomfortable' situations Potential Pitfalls Characteristics when under stress or 'uncomfortable' (out of Type) Examples Overcrowded schedule may force you to exhibit more judging traits than you may prefer Team projects may force you to work as an extravert; brainstorming, talking through problems vs. thinking them through on your own Concrete information may be more valued more than 'gut-feeling' approach Staff meeting may focus on everyone’s involvement first, when you would prefer to address the task first.

To Take to the Office with You: 

To Take to the Office with You With similar types on a team: The team will understand each other easily and quickly Will reach decisions quickly, but will be more likely to make errors due to not taking in all viewpoints May fail to appreciate gifts of the 'outlying' types With a variety of types on a team: Longer to establish communication between the members of the team Less likely to overlook possibilities and details Longer to reach consensus

Occupational Trends by Type: 

Occupational Trends by Type Source: From Introduction to Type and Careers, A.L. Hammer, 1993, Consulting Psychologists Press

What IS your Type?: 

What IS your Type? Composite Type One letter from each dichotomy Sum equals more than the parts It represents the dynamic interactions among the preferences in your type No hierarchy among the types; each identifies normal and valuable personalities Today’s discussion – self-estimate or assessment of your type MBTI results will report the preferences you choose on the Indicator Final type assessment requires agreement between self assessment and MBTI responses

Slide24: 

The World’s Forum for Aerospace Leadership