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TITLE

The Myers-Briggs Type Indicator, 46 pages (slides)

SLIDE TOPICS, SUBTOPICS and CONTENTS:

Department of Healthcare Operations
Mr. David Hagey
Room 1114
The Myers-Briggs Type Indicator
(MBTI)
The MBTI is used in--
self-development
career development and exploration
relationship counseling
academic counseling
organization development
team building
problem solving
management and leadership training
education and curriculum development
diversity and multicultural training

To lead others successfully you must know about people and human nature; but before you can understand other people, you must know yourself.
Objectives
To understand the concepts and uses of personality type theory.
To explore how the judicious, intelligent use of the MBTI can assist leaders.
To examine some practical considerations in using the MBTI.
Carl Jung’s Theory
Predictable differences in individuals are caused by differences in the way people prefer to use their minds.
When your mind is active, you are involved in one of two mental activities or processes.
Your Mental Processes
The MBTI helps explain:
Why different kinds of people are interested in different things.
Why they are good at different kinds of work.
Why they often find it hard to understand each other.
How to use these differences constructively.
The MBTI indicates the differences in people resulting from:
Where they prefer to focus their attention.
The way they prefer to take in information.
The way they prefer to make decisions.
The kind of lifestyle they adopt.
Taking the Instrument
RELAX--Be yourself.
Read the Directions.
Answer the questions.
Go with your first impulse.
What did you do the last few times?
Skip an item if necessary.
Do not write in the question booklet.
Go ahead and score your answer sheet.

MBTI Scores
Low scores do not indicate a “balance”
High scores do not indicate strength
Scores indicate clarity of awareness of preference
MBTI indicates type; you verify type
Assumptions Underlying Type Theory
Preferences are inborn.
Environment enhances or impedes expression of type.
All four processes are used in both extraverted and introverted attitudes some of the time.
Type is dynamic, not static.
All types are equally valuable.


Extraversion or Introversion
Preference for drawing energy from the outside world of people, activities, or things.
Preference for drawing energy from one’s internal world of ideas, emotions, or impressions.
Extraversion or Introversion
75% of population
Talkative
Speak, then think
Action-oriented
Sociable
Invade space
Multiple relationships
Get energy during day
Multiple distractions
25% of population
Reserved
Think, then speak
Reflection-oriented
Territorial
Protect space
Fewer relationships
Use energy during day
E - I Implications
“I” unfairly viewed as unfriendly
Meetings
Shyness
Work relationships
Sensing or iNtuition
Preference for taking in information through the five senses and noticing what is actual
Preference for taking in information through a “sixth sense” and noticing what might be


Sensing or iNtuition
75% of population
Facts
Practical, realistic
Concrete
Specific
Detail
Present-oriented
Doers
Down-to-earth (trees)
25% of population
Possibilities
Abstract
Imaginative/innovative
General
Random leaps
Future-oriented
Theorizers
Big picture (forest)
S - N Implications
Learning
Questions: specific - general
Time: actual / relative
Miscommunication
Misunderstanding

To bring up new possibilities
To supply ingenuity on problems
To have enthusiasm
To watch for new essentials
To tackle difficulties with zest
To show that the joys of the future are worth working for
iNtuitives Need Sensing Types
To apply experience to problems
To notice what needs attention now
To have patience
To keep track of essential details
To face difficulties with realism
To show that the joys of the present are important
Thinking or Feeling
Preference for organizing and structuring information to decide in a logical, objective way.
Preference for organizing and structuring information to decide in a personal, value-oriented way.
Thinking or Feeling
50% of population
Objective
Logical
Firm-headed
Justice
Decisions based on standards, laws
Impersonal
Task
50 % of population
Subjective
Impact on people
Gentle-hearted
Mercy
Harmony
Extenuating circumstances
Process
T-F Implications
Appropriateness of feeling
Disciplinary Counseling
“F” overextending
Mutually incomprehensible
Thinking Types Need Feeling Types
To persuade
To forecast how others will feel
To arouse enthusiasm
To sell
To advertise
To appreciate the thinker
Feeling Types Need Thinking Types
To organize
To find flaws in advance
To hold consistently to a policy
To weigh “the law and the evidence”
To fire people when necessary
To stand firm against opposition
Judging or Perceiving
Preference for living a planned and organized life
Preference for living a spontaneous and flexible life
Judging or Perceiving
50 % of population
Organized
Orderly
Structured
Decided, closure
Yes/No
List maker
Deadlines--Plan ahead
Control environment
50% of population
Flexible
Adaptive
Spontaneous
Open options
Maybe
Curious
Deadlines?
Adapt to environment




Senior Military Leaders and the MBTI
Needs For Skill Development
E - Listening
I - Assertiveness, influence, and power
S - creative problem solving and risk taking
N - Planning and managing by objectives
Needs For Skill Development
T - Interpersonal relations and giving feedback
F - Delegation, power, and handling criticism
J - Stress management and risk taking
P - Time management, decision making, and planning

The MBTI on the Internet
Consulting Psychologists Press
www.mbti.com
Association for Psychological Type
www.aptcentral.org
NOT the MBTI, but. . . .
Keirsey Temperament Sorter
www.Keirsey.com
www.Keirsey.com/cgi-bin/keirsey/newkts.cgi



Department of Healthcare Operations
Mr. David Hagey
Room 1114, Willis Hall