Working with Others

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Working with Others
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Myers-Briggs Type Indicator

• Based on Carl Jungs work
• People are fundamentally different
• People are fundamentally alike
• People have preference combinations for
  extraversion/introversion, perception, judgment
• Briggs Myers developed the MBTI to understand
  individual differences
• Take it at
• http//www.humanmetrics.com/cgi-win/JTypes1.htm

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Kiersey Temperament Sorter

• 1.In most situations are you more
• deliberate than spontaneous
• spontaneous than deliberate
• 2.Is it worse to be
• a softy
• hard-nosed
• 3.Is it better to be
• just
• merciful

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Myers-Briggs Type Indicator

• Introvert-Extrovert
• where you derive your energy
• Sensing-Intuitive
• where you obtain your information
• Thinking-Feeling
• analysis logic versus pleasing people
• Judging-Perceiving
• how you make a decision

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MBTI Preferences
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Each Manager Has a Particular Personality Type
That Focuses Attention and Presents Strengths and
Weaknesses in Dealing With Situations
Psychological Types
Weaknesses (if Overextended)
Focus and Preferences
Strengths
Good at social interaction en- thusiastic
and confident insti- gates action open and
straightforward Good at personal interaction
stays calm and focused can con- centrate
intensely develops ideas uses discretion in
talking
Intellectual super- ficiality intrusive lack of
respect for others privacy easily
distracted May lose touch with outer
world keeps people at a distance
easily preoccupied
Focuses on people and things sociable
outgoing Focuses on thoughts and concepts
reflective inwardly directed
Extroversion Introversion
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Each Manager Has a Particular Personality Type
That Focuses His or Her Attention and Presents
Strengths and Weaknesses in Dealing With
Situations as They Arise (Cont.)
Psychological Types
Focus and Preferences
Weaknesses (if Overextended)
Strengths
Facts data details concrete reality based
present oriented Possibilities
hunches speculations theor- etical future
oriented Analysis objective logic
impersonal justice systematic inquiry
Pragmatic precise stable results orient- ed
sensible system- atic Imaginative
concep- tulizes easily creative intellectually
tenacious idealistic Rational analytical
assertive logical care- fully weighs
alternatives firm but fair explains thoroughly
Lacks long-range outlook may reject innovative
ideas Unrealistic out of touch bored by
routine scattered Undervalues feel- ings
overly anal- ytical insensitive critical
judgmental
Sensing Intuitive Thinking
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Each Manager Has a Particular Personality Type
That Focuses His or Her Attention and Presents
Strengths and Weaknesses in Dealing With
Situations as They Arise (Cont.)
Weaknesses (if Overextended)
Psychological Types
Focus and Preferences
Strengths
Overly sensitive moody can become emotionally
over- burdened Close minded in- flexible can
jump to conclusions too quickly
intolerant judgmental Indecisive
procrast- inates unfocused disorganized
im- pulsive may collect data too long
before deciding
Sympathy subjective humane personal compassion
trust consideration Organized
planned settledcontrol ones life set goals
struc- tured routine Pending
flexible curious spontaneity tentative let
life happen undaunted by surprise open to
change
Persuasive empathic warm sensitive
demon- strative and expressive loyal Plan,
organize, and control well persistent decisive
conscientious reliable Open minded
adaptable spontaneous under- standing
tolerant inquisitive
Feeling Judging Perceiving
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NTs

• Rational
• Proud of themselves in the degree they are
  competent in action
• Respect themselves in the degree they are
  autonomous
• Confident of themselves in the degree they are
  strong-willed
• Knowledge-seekingtrusting in reason and
  hungering for achievement

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NTs

• Very infrequent, 5-7 of the population
• I have taken all of knowledge for my
  provinceFrancis Bacon
• Error of opinion may be tolerated where reason
  is left free to combat itThomas Jefferson

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NFs

• Idealists
• Proud of themselves in the dfegree they are
  empathic in action
• Respect themselves in the degree they are
  benevolent
• Feel confident of themselves in the degree they
  are authentic.
• Hunger for deep and meaningful relationships

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NFs

• Identity seeking personalitycredulous about the
  future
• Comprise about 8-10 of the population
• A leader has the vision and conviction that a
  dream can be achieved. He inspires the power and
  energy to get it doneRalph Nader

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SPs

• Artisans
• STPPromoting operating (expediting)
• SFPDisplaying composing (improvising)
• Proud of themselves in the degree they are
  graceful in action
• Respect themselves in the degree they are daring
• Feel confident of themselves in the degree they
  are adaptable

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SPs

• Sensation-seeking personality
• Trusting in spontaneity and hungering for impact
  on others
• Comprise 35-40 of the population
• Lets light this candleAlan Shepherd
• I believe that its better to be looked over
  than it is to be overlookedMae West

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SJs

• Guardians
• STJSupervising inspecting (administering)
• SFJSupplying protecting (conserving)
• Proud of themselves in the degree they are
  reliable in action
• Respect themselves in the degree they do good
  deeds

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SJs

• Confident of themselves in the degree they are
  respectable
• Security seeking personalitytrusting in
  legitimacy and hungering for membership
• Comprise 40-45 of the population
• Just give me the facts, maamJack Webb

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SPs

• Adaptable, artistic, athletic
• Aware of reality and never fighting it
• Open-minded
• Easygoing, tolerant, unprejudiced, persuasive

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SJs

• Conservative, stable, consistent, routinized
• Sensible, factual, unimpulsive
• Patient, dependable, hard-working, detailed,
  painstaking, thorough

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NFs

• Human, sympathetic, enthusiastic
• Creative, intuitive, insightful
• subjective

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NTs

• Analytical, systematic, abstract
• Theoretical, intellectual
• Complex, competent, inventive
• Efficient, exacting, independent
• Logical, technical