Personality Type and Temperaments INOV 101 Objectives Gain

Personality Type and Temperaments INOV 101

Objectives • Gain insight into your personal style as well as the styles of others • Identify your personal strengths and challenges • Understand the impact of personal style on leadership, change, and problem solving • Get tips on how to work with different personality types

Exercise • Handwriting • Cross arms • Clasp hands • Describe the differences Easy Comfortable Effortless Natural Fast Mature Competent Hard Awkward Concentrated Unnatural Slow Immature Incompetent

Trait vs. Type Trait • Inborn or acquired • More or less • Too much or too little is diagnostic • Normally distributed Type • Inborn preference • Either or • Too much or too little is irrelevant • Bimodal

Personal Styles: Some Assumptions • All of us have • • strengths areas for improvement something to learn about ourselves something to teach, share with the group • People are complex. No one instrument can describe our entire personality -- no one test can completely convey who we are • An instrument like the MBTI is an opportunity to gain insight into some aspects of ourselves and others

The Myers-Briggs Types Indicator Reports some of your key: • Preferences • Tendencies • Characteristics • But not all of them It is not: • Predictor • Label

MBTI: Four Preferences E S T J Source of energy Extraversion Introversion Way of gathering information Sensing i. Ntuition N Feeling F Perception P Decision making Thinking How you relate to the external world Judgment I

Extraversion and Introversion (complementary ways of being energized) E Extraversion An extravert’s essential stimulation, way of getting energy, is from the environment, the outer world of people and things. Introversion An introvert’s essential stimulation, way of getting energy, is from within - the inner world of thoughts, ideas, and reflections. I

E or I (key words) Extraversion E • • Jumps In, Initiating Sociability Interaction Multiplicity Thinks out loud External Breadth Expressive Introversion • • Reflective Intensive Concentration Limited relationships Rehearse before talking Internal Depth Constraint I

E or I (Preferred Work Environment) E Extraversion Introversion • Varied and action-oriented • Prefers to be around and with others • Interests have breadth • Lively and popular • • • Remain aware of the environment, allow time to verbalize agreements, then take action. • Allow time for silent reflection on solutions, conceptualize the problem, and look deeply into issues Quiet and concentrated Prefers to be alone Interests have depth Calm and private I

Questions for E’s & I’s • What assumptions do you make about the other group? • What questions would you like to ask members of the other group? • What do you appreciate about the other group?

E’s View Admire about I’s • Do things on their own • Nice not to be center of attention • Not feeling like you have to speak up • Think things through Baffled by • Why they take so long to answer

I’s View Admire about E’s • • • High energy Verbal Doers Risk takers Comfortable with self and others • Confidence Baffled by • • • Too many words Don’t shut up Too Impulsive Opinionated Changeable

Sensing and Intuition (Are complementary ways of taking in information) S Sensing The sensing function takes in information by way of the five senses - sight, sound, feel, taste, and smell. Intuition The intuitive function takes in information by way of a “sixthsense” or hunch. N

S or N (Key Words) Sensing S • • • Facts Present Focus Detail Powers of observation Sequential Idea tester Adapting Practicality Sensible Perspiration Literal Intuition • • • Possibilities, associations Future focus Overview Pattern recognition Random Idea generator Innovating Ingenuity Imaginative Inspiration Figurative N

S or N (Preferred Work Environment) S Sensing • Prefers using learned skills • Pays attention to details • Patient with details and makes few factual errors • Know the facts, understand the plan, and work out implementation details Intuitive • • • Prefers adding new skills Full of new challenges Patient with complexity • See the big picture(s), forge into new areas, and develop new possibilities. N

S’s on “leaf” fall tree rake flowers salad pile compost mulch 4 leaf clover burning smell autumn

N’s on “leaf” g floatin new fur crust art blower table mulch l symbo ng tumbli light n autum raking rain y leaf crisp y me r play e a p p l one sli art dead leaf red dried ge chan spring h g u o bare r ht th g gold i l n su e thru a bo lettuc ok burning o salad ickson ak r E s sun acorn e new Pot shad rs gutte dec MINT JULEPS ay

Thinking and Feeling (complementary ways of making decisions) T Thinking The thinking function decides on the basis of logic and objective considerations. Feeling The feeling function decides on the basis of personal, subjective values. F

T or F (Key Words) Thinking T • • • Objective Logic, principles Truthful Firmness Impersonal Critique Analysis Justice Clarity Feeling • • • Subjective Personal values Tactful, harmony Persuasion Interpersonal Appreciate Sympathy Mercy Harmony F

T or F (Preferred Work Environment) Thinking T • • Brief and businesslike Impersonal Treats others fairly Detached • Discuss issues logically, consider the pros and cons of various alternatives, and spot the inconsistencies in a plan Feeling • Naturally friendly • Personal • Treats others as they need to be treated • Involved • Understand what is important to people, acknowledge the human side of decision-making, and help others accept decisions F

T or F • Due to a financial crisis, your organization needs to downsize by 15% in the next 30 days. • How would T’s approach this? • How would F’s approach this?

Judgment and Perception (How you relate to the external world) J Judging Perceiving P A judging orientation is decisive, planned, and orderly. A perceptive orientation is flexible, adaptable, and spontaneous. Generate systems, provide organization, and act with decisiveness Provide new ideas, insight, and react with flexibility if the system breaks down

J or P (Key Words) J Judging • • • Focus Decided Fixed Plan Systems Conclusive Complete Wrap it up Urgency Get show on the road Perceiving • • • Options /Alternatives Gather more data Flexible Adapt as you go Ad hoc Spontaneous Open-ended Something will turn up There’s plenty of time Let’s wait and see P

J or P (Preferred Work Environment) J Judging • Focus on completing task • Make decisions quickly • Want only the essentials of the job Perceiving • Focus on starting task • Postpone decisions • Want to find out all about the job P

J or P • You are planning a vacation. • How would J’s approach this? • How would P’s approach this?

Contributions of Preferences • Extraverted types • Remain aware of the environment, maintain their networks, and take action. • Introverted types • Pay attention to the infrastructure, conceptualize the problem, and look deeply into issues.

Contributions of Preferences • Sensing types • Know the facts, understand the planning stages, and work out implementation details. • Intuitive types • See the big picture, forge into new areas, and develop new possibilities.

Contributions of Preferences • Thinking types • Discuss the issues in a logical way, consider the pros and cons of various alternatives, and spot the inconsistencies in a plan. • Feeling types • Understand what is important to people, acknowledge the human side of decision making, and help others accept decisions.

Contributions of Preferences • Judging types • Generate systems, provide organization, and act with decisiveness. • Perceiving types • Are open to new ideas, provide insight, and react with flexibility if the system breaks down.

Type Table ISTJ ISFJ INTJ ISTP ISFP INTP ESFP ENTP ESTJ ESFJ ENTJ

Verify Your Type • The questionnaire said… • I think it is… • Look at the profile

Using Different “Lenses” • Temperament Lens: Leadership • Quadrants Lens: Change • Dynamics Lens: Problem-solving and decision-making

The Temperaments • David Keirsey’s 2 letter temperaments combinations give the widest behavioural predictions with the highest accuracy • 4 temperaments: • • NF NT SJ SP

The Temperaments ISTJ ISFJ INTJ ISTP ISFP INTP ESFP ENTP ESTJ ESFJ ENTJ

NF – the Idealist WH O • • Relationships Supportive of others Sympathetic Possibilities for people Interpersonal skills Hypersensitive to conflict Search for self Needs encouragement and recognition • Vivid imagination • Mysterious

NF Leader Democratic/Catalytic • • • Organizational climate over structure Good listener Good spokesperson Anti-authoritarian Emotional and persuasive Flair for dramatizing the mundane Might get overextended Can create dependencies Need to schedule renewal time Easily express appreciation of people

NT – the Rational WH Y • • • Knowledge Independent Conceptualizers Non-conformist Argumentative Competition with self and others • Authority independent • Enjoys complexity

NT Leader Visionary/Scientist • • • Systems/theory focused Organize around theoretical framework Architects of change Tend to stand on principle Powerful behind the scenes Masters of the technical Impatient with human conditions Responsive to intellectual appeals Express appreciation of ideas Tendency to overplan

SJ – the Guardian WH A T • • • Responsibility Loyal to system Decisive Orderly Structure / Authority dependent • “Should” / “Should not” • Tradition • “If it isn’t broken, don’t fix it”

SJ Leader Traditionalist/Administrator • • • Work hard/keep busy Facts before action Briefed to last detail Results oriented Impatient with schedule/agenda changes Organize for stability Prefer written communications Discovered Murphy’s law Difficulty expressing appreciation Tendency to overkill

SP – the Artisan WH E N • • • Enjoys the moment Spontaneous Action oriented Flexible Good in crises situations Needs freedom and space Impulsive Practicality “When all else fails, read the directions”

SP Leader Promoter/Troubleshooter • • • Work smart No wasted motion Opportunistic Everything is negotiable Focus is right now Little interest in tradition Impatient with theory/abstraction Express appreciation easily Can be unpredictable Can be too impulsive

The Quadrants ISTJ ISFJ INTJ ISTP ISFP INTP ESFP ENTP ESTJ ESFJ ENTJ

Quadrants and Change IS IN Thoughtful Realists Like to test their ideas to see whether they are supported by the facts; they want to deal with practical, concrete information in a careful and unhurried way. “Let’s keep it!” Thoughtful and Innovative Introspective and do their best work in theoretical fields where ideas and depth of understanding are important. They value knowledge for its own sake. “Let’s think about it differently!” ES EN Action-oriented Realists Action-oriented and Innovative Want to see that practical tasks are Value change, see possibilities as a carried out. They prefer a work key aspect of their work, and like to be environment where realistic, down-to- challenged and to challenge others. earth tasks and problems are managed. They tend to have a wide range of Prefer a culture that focuses on results interests and are willing to work with relating to people, data, or things. systems or relationships. “Let’s do it!” “Let’s change it!”

Introducing Change to the Quadrants IS IN Relate it to what I know. Relate it to new theories and concepts. • Make practical sense to me. • Let me work on change that has impact. • Change at a steady pace, step by step. • Don’t burden me with routines; let me set my own pace. • Be careful and mindful of details. • Let me set my own quality control and • Give me time to think about it. standards. ES EN Relate it to the work I do. • Show me the practical results change will bring. • Offer a steady progression, step by step. • Let me “hash it over” with others. • Show me that my work will be more effective if I make the change. Relate it to changing things in my world. • Challenge my imagination. • Minimize the routine; maximize the variety. • Let me work on the broad focus and overview of the change. • Let me try to change the world.

Another View of Change and Type From: The 7 Levels of Change by Rolf Smith

Type Dynamics DOMINANT Least Preferred AUXILIARY Tertiary

Determining Your Dominant Function E S T J Attitude Extraversion Sensing P Introversion Perceiving Function Judging Function Thinking J i. Ntuition N Feeling F Perception P Attitude Judgment I

Eight Extraverted and Introverted Dominant Functions Se Dominant Extraverted Sensing (ESTP & ESFP) Goal: to experience as much as possible; to have an unending variety of sensing experience Si Dominant Introverted Sensing (ISTJ & ISFJ) Goal: to form a solid, substantial, and accurate understanding of the world around them and their place in it Ne Dominant Extraverted Intuition (ENTP & ENFP) Goal: to find and explore new possibilities, new and exciting challenges Ni Dominant Introverted Intuition (INTJ & INFJ) Goal: to develop their inner intuitive patterns for understanding the world

Eight Extraverted and Introverted Dominant Functions Te Dominant Extraverted Thinking (ESTJ & ENTJ) Goal: to create logical order in their external world; to make their environment rational Ti Dominant Introverted Thinking (ISTP & INTP) Goal: to create logical order internally; to develop rational principles for understanding the world Fe Dominant Extraverted Feeling (ESFJ & ENFJ) Goal: to create harmony and cooperation in their external environment; to facilitate others in getting what they need and want Fi Dominant Introverted Feeling (ISFP & INFP) Goal: to develop their internal core of values, establish an external life that is congruent with them, and help both individuals and humankind fulfill their potential

Dominants’ Approach to Problem Solving S N How is the problem best defined? What are the ramifications now? What goals are we working toward? How can time lines be established and what are the intermediate objectives? What costs are incurred – financial, emotional, etc. ? What are the common threads? What are the multiple alternatives? What is the relationship of the part to the system? What are the opportunities for growth? What are our hunches about this issue?

Dominants’ Approach to Problem Solving T F Is this a legitimate issue? How does it affect the bottom line? What are the pros and cons? What is the relationship of cause to effect? What are the systemic qualities? What are people’s feelings concerning this? How can different sides be accommodated? What’s the most diplomatic way to proceed? What will increase harmony? How does this affect me and the people I care about?

How to Work with the Dominants Sensing Dominants It has to make sense Stability Intuitive Dominants It has to appeal to the imagination Change Thinking Dominants It has to be logical Effective Feeling Dominants It has to consider aspirations. Integrity

Use All Functions for Problem Solving Sensing Perception Determine the facts, givens, and other data. Assets and liabilities. Intuitive Perception Look at possibilities, ways to change, brainstorm. Future implications. Thinking Judgment Feeling Judgment Make an objective analysis of Look at the people the situation. consequences of different Look at logical consequences. options. Weigh against your values.

Types Under Stress Sensing Dominant ISTJ, ISFJ, ESTP, ESFP n n see the future negatively unduly pessimistic get stuck in a rut don’t see possible ways out ISTP, INTP, ESTJ, ENTJ n n n show anger and other emotions unexpectedly hypersensitive take criticism very personally Thinking Dominant Intuitive Dominant INTJ, INFJ, ENTP, ENFP n n n get obsessed w/ trivial details preoccupied w/ irrelevant facts overindulge in eating, drinking, exercise, etc. ISFP, INFP, ESFJ, ENFJ n n hyper-critical find fault w/ everything overly domineering take charge without listening to others Feeling Dominant

Type Development • Understand your preferences and those of others • See how others perceive you • Identify ways to develop your less preferred behaviors • Look at ways to create an environment that makes best use of your preferences