Knowing Myself , Empowering Other

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Make it Better working environment with MBTI

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Knowing Myself, Empowering Others (MBTI Approach):

Knowing Myself, Empowering Others (MBTI Approach) www.humanikaconsulting.com

Workshop Objectives:

Workshop Objectives Increase self-awareness and confirm self-perception Discover normal differences in people concerning: Energy source Information gathering Decision making Life style Create awareness, understanding and most importantly applications about TYPE including: Appreciating the diverse gifts and strengths that we all bring Recognize and augment those areas we don’t recruit and that don’t come as easily to us Not necessary to agree, but understand the concepts of TYPE

PowerPoint Presentation:

Because understanding YOURSELF is empowering We hear and accept LOTS of labels in our lives: Hard working, slacker, popular, talkative, quick-thinking, thoughtful, etc. Chance to UN-label ourselves, and find the real value in who we are Learn to choose environments that enhance your own desires Context for making choices in all areas: career, home, social life Understanding OTHERS helps lead to a successful life We need all types in order to get the best, most well-rounded viewpoints Feels good to have people think like you, but not always the most productive answers Tolerance of diversity; able to better embrace what others offer of value Equal equation: We all have something to give; we all have something to learn (gain) Teamwork (workgroups, jobs, sports) Allows YOU to be more productive in a team or group setting Helps you to get the best from OTHERS

PowerPoint Presentation:

Developed by: Katherine Cook Briggs & Isabel Myers Supported by the work of Carl Jung And his writings Psychological Types .

Jung’s Theory:

Jung’s Theory Jung believed that preferences are an innate inborn predisposition He also recogni s ed that our innate preferences interact with and are shaped by environmental influences: Family Country Education and many more…

Jung’s Theory:

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 not change –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

Behind MBTI : Jung’s Theory Basic Mental Process:

Behind MBTI : Jung’s Theory Basic Mental Process

Behind MBTI : Jung’s Theory – Orientation of Energy:

Behind MBTI : Jung’s Theory – Orientation of Energy

MBTI:

MBTI Katharine Briggs developed idea in the 1920’s based on Carl Jung’s work KB and daughter Isabel Briggs Myers spent 20 years researching until they produced an accurate and valid questionnaire Overseen by the Consulting Psychologists Press since 1979

MBTI Structure:

MBTI Structure Each scale has 2 aspects (preferences); for a total of 16 possible personality types We’ll be comparing each of the 4 scales on the basis of their extremes; however: Most people are not extreme The stronger the score, the more distinct and noticeable it often is to others The closer the score, the greater one’s comfort in both areas Remember, this describes a person’s zone of greatest comfort, it does not predict behavior

The Four MBTI Scales:

The Four MBTI Scales

Population Distribution:

Population Distribution http://www.mypersonality.info/personality-types/population-gender/

PowerPoint Presentation:

Saat ini Anda adalah anak SMA, Buatkanlah pesta acara perpisahan teman SMA !

PowerPoint Presentation:

Extroversion & Introversion EXTROVERSION (E) Energy directed outward in action Seeking stimulation in the outer environment INTROVERSION (I) Energy directed inward in reflection Seeking stimulation in the inner environment “ Two essential ways of orienting ourselves”

PowerPoint Presentation:

Extroversion & Introversion INTROVERSION (I) Think to talk Tends to be comfortable working alone or in small group May be challenged remembering names and faces; may have problems communicating Likes to think before speaking, sometimes never speaking “ How You Are Energized ” EXTROVERSION (E) Talk to think Enjoy working in groups and the social aspect of it Often good at greeting people; communicates freely Tends to speak freely, often without thinking

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ENERGY Directed outward toward people and things Directed inward toward concepts and ideas FOCUS Change the world Understand the world Relaxed and confident Reserved and questioning Understandable and accessible Subtle and impenetrable ORIENTATION Open thinkers Closed thinkers WORK ENVIRONMENT Seeks action Seeks isolation & concentration Wants to be with others Wants time to be alone Prefers interests that have breadth Prefers interests that have depth Comparison of Extroversion & Introversion

PowerPoint Presentation:

Some Key Words E XTROVERSION Outgoing I NTROVERSION Ingoing

Extravert/Introvert at Work:

Extravert/Introvert at Work Extraverts may see introverts as secretive, unfriendly aloof, self absorbed, slow and awkward When dealing with Extraverts, allow them to think out loud, use verbal communication, expect action, keep the conversation flowing. Let them work in groups and make oral presentations. Introverts may see extraverts as superficial, too talkative, loose canons, overwhelming, pushy and rude When dealing with Introverts ask a question and then stop to listen. Give them time to work alone, to finish their sentences, to learn through structure, to reflect, to communicate in writing first.

Extroverts: Introverts::

Extroverts: Introverts: 70% of U.S. population Managers Salespeople Trainers and presenters Areas where interacting externally with people and things is of value 30% of U.S. population Researchers Engineers Writers Psychologists Areas where ability to reflect before acting is of value

PowerPoint Presentation:

Perhatikan dengan seksama gambar – gambar ini, dan ceritakan ulang gambar ini dengan narasi !

Sensing & Intuition:

Sensing & Intuition INTUITION (N) Attending to the five senses and somewhat of a sixth sense Awareness of possibilities and insight Anticipating the future by visioning from an idea Observing from the outside looking in “ Two essential ways of perceiving, of becoming aware” SENSING (S) Attending to specifics presented by the senses Awareness of the facts and specifics Anticipating the future by forecasting from data Keen observations

Sensing & Intuition:

Sensing & Intuition SENSORS(S) Likes an established way of doing things Enjoys using preexisting skills & knowledge Usually reaches a conclusion step by step INTUITIVES (N) May not enjoy repetition Enjoys learning new skills and knowledge Conclusions are broad and visionary “ What you pay attention to...”

Comparison of Sensing and Intuition:

Comparison of Sensing and Intuition MODE OF PERCEPTION Five senses “Sixth sense” (Reliance on experience, (Reliance on possibilities, facts & data) inspiration & conceptual) FOCUS Practicality Innovation Reality Expectation Present Future ORIENTATION Lives life as it is Life is a moving target WORK ENVIRONMENT Prefers using learned skills Prefers adding new skills Pays attention to details Looks at “big picture” If its not broke, don’t fix it Lets break something

Some Key Words:

Some Key Words SENSING What it is… INTUITION What it could be…

Sensing/Intuitives at Work:

Sens ing / Intuitives at Work Sens ing can regard intuitives as unrealistic “Space cadets,” new age, careless about details, unrealistic Work with an intuitive by talking about the big picture, possibilities, implications, analogies, before talking about details. Intuitives can view sensors as resisting new ideas, boring, unimaginative, “old school.” Work with a sensor by drawing on past proven experience, focus on practical applications, and step by step solutions.

Sensing: iNtuitives::

Sens ing : iNtuitives : 70% of U.S. population Accountants Salespeople Scientists Data handlers Teachers Technicians Tacticians of all sorts 30% of U.S. population Philosophers Leaders of all sorts Artists Directors College professors Musicians Visionaries in general

PowerPoint Presentation:

Anda dan teman – teman anda adalah sekumpulan partai politik di Indonesia, tugas Anda adalah membuat : Nama Partai Visi dan misi Partai Program Partai yang akan dilakukan jika menang Presentasikan

PowerPoint Presentation:

Thinking & Feeling FEELING (F) Using person-centered values to make decisions Weighing human values and motives Seeking rational order through harmony “ Two essential ways of making rational judgments” THINKING (T) Using logical analysis to make decisions Using objective and impersonal criteria Seeking rational through logic

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Thinking & Feeling THINKING (T) Cause and effect Direct & to the point May hurt people’s feelings without knowing Believes in rules, order & accountability Puts goals and objectives first FEELING (F) Impact and harmony May avoid conflict Enjoys pleasing people, giving and receiving praise Believes in harmony, values & sympathy Puts people and agreement first “ How You Make Decisions”

PowerPoint Presentation:

Comparison of Thinking and Feeling MODE OF DECISION MAKING Decisions based on Decisions based the logic of the situation human values and needs FOCUS Things People Truth Tact Principles Values ORIENTATION Results Appreciation WORK ENVIRONMENT Businesslike and to the point Naturally friendly Impersonal Personal Objective Subjective

PowerPoint Presentation:

Some Key Words T HINKING Decisions made with the head F EELING Decisions made with the heart

Thinkers/Feelers at Work:

Thinkers/Feelers at Work Thinkers may see feelers as illogical, too emotional or trying too hard to please With thinkers: Be organized, consider cause and effect, pros and cons, focus on consequences, appeal to fairness Feelers may see thinkers as insensitive or distant or self-involved With feelers: mention points of agreement, focus on their core values, appreciate their contributions, state legitimacy of their feelings, discuss emotional impact of situation

Thinkers: Feelers::

Thinkers: Feelers: 67% of MALE population; 33% of FEMALE population Business leaders Attorneys Engineers Physicians Administrators Entrepreneurs Financial and banking 67% of FEMALE population; 33% of MALE population Business managers Service professions Nurses Administrative Salespeople Charitable organizations

PowerPoint Presentation:

Saat ini Anda mendapat kabar adanya bencana alam yang menimpa negara tetangga Anda, sebagai negara terdekat, negara Anda akan menjadi pusat penampungan sebagian besar penduduk negara tetangga anda. Misi Anda dan Rekan-Rekan Kelompok Anda membuat “AREAL PENGUNGSIAN” bagi pengungsi Negara Tetangga Anda.

PowerPoint Presentation:

Judging Perceiving

PowerPoint Presentation:

Judgment & Perception JUDGMENT (J) At best when planning work and following the plan Likes to get things settled and wrapped up May decide things too quickly May dislike to interrupt current project for a more urgent one PERCEPTION (P) Tends to be good at adapting to changing situations Doesn’t mind leaving things open for alternatives May have trouble making decisions May postpone unpleasant jobs or may start too many projects and have difficulty finishing “ What Life Style You Adopt”

PowerPoint Presentation:

Comparison of Judgment & Perception LIFESTYLE Planful Spontaneous FOCUS Decisive Curious Self-regimented Flexible Purposeful Adaptable ORIENTATION Exacting Tolerant WORK ENVIRONMENT Focuses on outcomes Focuses on process Punctual Flexible Decisive Open

PowerPoint Presentation:

Some Key Words J UDGMENT Plan the work… Work the plan P ERCEPTION There’s a Plan?

Judgers/Perceivers at Work :

Judgers/Perceivers at Work Judgers may view perceivers as wishy-washy procrastinators, unproductive, unreliable, not serious With judgers: be on time, come with agenda and conclusion, stick to plan, organize Perceivers view judgers as rigid, controlling black and white, stubborn, trigger happy With perceivers: focus on process, be open to new information, expect questions, allow for discussion

Judgers: Perceivers::

Judgers: Perceivers: 70% of U.S. population Managers Administrative Financial Organizers 30% of U.S. population Artists, designers Writers Firefighters or emergency personnel PR professionals

Communication Preferences:

Communication Preferences E’s Like to hear it I’s Like it in writing S’s Want facts about task N’s Want goals and concepts T’s Need logic, consequences F’s Need impact on people J’s Want firm time line P’s Want flexibility in how and at what pace

Sources of 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 :

Typical Work Stressors for each of the Preferences

Coping with Being Different:

Coping with Being Different

Typical Work Stressors for each of the Preferences :

Typical Work Stressors for each of the Preferences

Coping with Being Different:

Coping with Being Different

Typical Work Stressors for each of the Preferences :

Typical Work Stressors for each of the Preferences

Coping with Being Different:

Coping with Being Different

Typical Work Stressors for each of the Preferences :

Typical Work Stressors for each of the Preferences

Coping with Being Different:

Coping with Being Different

SNTF Problem Solving:

SNTF Problem Solving

Further Application of SNTF Problem Solving:

Further Application of SNTF Problem Solving

What do we do with this info?:

What do we do with this info? Find appropriate ways to serve humanity by using your preferences (use the tools in your toolbox) Watch for ways your preferences can lead you into areas of success Use it to create more comfortable and successful settings (study time, work groups, relationships)

Important Take-Aways:

Important Take- Aways E and I: One of the strongest things you can do as a leader is recognize the strength of both perspectives S and N: Possibly the area of greatest potential discord among individuals and teams, because it deals with the most fundamental way we look at our world T and F: These are sequences. Learn to incorporate both into actions and decisions, and help others do so J and P: Appropriate application will bring out the best Leadership is first and foremost a state of mind. Consciously embracing different preferences and distilling its value will enhance your leadership capabilities

References to more information :

References to more information Electronic copies of this presentation are available Do be careful of the information, though: It’s not a “horoscope” Each person expresses it uniquely