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Applying Type
          to
Leading Self and Others

      Presented by
Objectives

       Review your successes and challenges of using the
        MBTI® Instrument
       Introduce 5 lenses to illustrate how to apply Type theory to
        understand individual and team behaviour
       Apply the lenses to
                 –     Team strengths and development areas
                 –     Communication and Influencing
                 –     Change
                 –     Leadership
                 –     Problem Solving & Decision Making




© 2011, CPP, Inc. All rights reserved                                  2
What do you remember?   What are the challenges?   What are the successes?

Applying MBTI to date
...What do you want from this session?
The Lenses




© 2011, CPP, Inc. All rights reserved     4
Team Type Lens




                                        First Contact with the Team

© 2011, CPP, Inc. All rights reserved                                 5
Team analysis

 Record Types on chart




                          6
Determining Team Type

           Total the number of individuals for
            each of the eight preferences
           The preference in each dichotomy with
            the higher total is the team preference
           The combination of the 4 preferences
            with the highest total is the team type
           With ties
                     – Break the tie in favour of the team
                       leadership
                     – Break the tie in favour of noticeable
                       organisational culture
                                                                                      Why?
                   Elizabeth Hirsh, Katherine W. Hirsh, and Sandra Krebs Hirsh, MBTI® Teambuilding Program, 3rd ed. Copyright 2009 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this document for
                   workshop use. Duplication for any other use, including resale, is a violation of copyright law. MBTI and Introduction to Type are trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and
                   other countries.


© 2011, CPP, Inc. All rights reserved                                                                                                                                                                                                        7
Analysing Team Type

          1. What might this team emphasise? What positive
             contributions might this team make to the organisation

          2. What challenges might this team face? What might this
             team need to do to be optimally effective?

          3. What might this team’s leadership emphasise?

          4. What challenges might this team’s leadership face? What
             might this team’s leadership need to do to be optimally
             effective?
                   Elizabeth Hirsh, Katherine W. Hirsh, and Sandra Krebs Hirsh, MBTI® Teambuilding Program, 3rd ed. Copyright 2009 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this document for
                   workshop use. Duplication for any other use, including resale, is a violation of copyright law. MBTI and Introduction to Type are trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and
                   other countries.




© 2011, CPP, Inc. All rights reserved                                                                                                                                                                                                        8
Team Type Lens

                  Teams with Type Diversity                                    Teams with Type Homogeneity




                                        Source: Introduction to Type and Teams, Hirsh et a (2003)

© 2011, CPP, Inc. All rights reserved                                                                        9
The Functions Lens

                                                  Communications

                                                    Influencing
                                                        and
                                                    Persuading

                                                      Selling

                                                    Team Roles



© 2011, CPP, Inc. All rights reserved                              10
Typical Characteristics of the
                                                           Four Functions
                   Characteristics                                         STs                                        SFs                                        NFs                                         NTs
                At their best,                               Resourceful                                 Friendly                                    Creative                                   Effective
                establish teams
                that are                                     Data oriented                               Service                                     Development                                System
                                                                                                         oriented                                    oriented                                   oriented

                Team                                         Accountability                              Affiliation                                 Personal                                   Autonomy
                environment                                                                                                                          growth
                fosters


                Are energized                                Marshalling                                 Delivering                                  Offering                                   Supplying
                by                                           resources                                   support                                     guidance                                   expertise



                Are                                          Inefficiency                                Unfriendliness                              Intolerance                                Incompetence
                exhausted by



Elizabeth Hirsh, Katherine W. Hirsh, and Sandra Krebs Hirsh, MBTI® Teambuilding Program, 3rd ed. Copyright 2009 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this document for
workshop use. Duplication for any other use, including resale, is a violation of copyright law. MBTI and Introduction to Type are trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and
other countries.

                                                                                                                                                                                                             RM 4-1
                                                                                                                                                                                                                          11
Communication Activity

           Form groups of ST, SF, NF and NT types
           In your group discuss….
          1] What would someone need to say to persuade you to
             buy an MBTI® Training Package?
           What could a sales person say or do that would put you
             off purchasing an MBTI® Training Package?

                                        Record your responses

          (Optional)
          2] When undertaking a project, which tasks do you seek out?
           Which tasks do you try and avoid?
© 2011, CPP, Inc. All rights reserved                                12
Influencing Activity


           Form groups of ST, SF, NF
            and NT types
           In your group discuss….

                           What would you need to
                           hear to be persuaded to
                           change the way you
                           work or agree to a
                           proposal for a new
                           product or service?

                    Record your responses
© 2011, CPP, Inc. All rights reserved                13
Writing Styles of the Four Functions
       ST style                                                                                            SF style
       Short, to the point                                                                                 Short
       Precise, with qualifications if                                                                     Bullet points
        appropriate
       Bullet points                                                                                       Conventional words
       Conventional words                                                                                  Personal tone, i.e., personal
       “Businesslike” tone                                                                                  pronouns, specific quotes

       NF style                                                                                            NT style
       Longer, paragraph format                                                                            Longer, paragraph format
       Expressive, underlining,                                                                            Present the “why” or logic
                                                                                                             behind the idea
        personalized anecdotes
                                                                                                            “Businesslike” tone
       Unique words and phrases,                                                                           Unique words and phrases,
        personal pronouns                                                                                    metaphors


Source: Judy Allen and Susan A. Brock, Health Care Communications Using Personality Type: Patients Are Different (Philadelphia: Routledge, 2000). Reproduced with permission.
.

Elizabeth Hirsh, Katherine W. Hirsh, and Sandra Krebs Hirsh, MBTI® Teambuilding Program, 3rd ed. Copyright 2009 by CPP, Inc. All rights reserved. Permission is hereby granted to
reproduce this document for workshop use. Duplication for any other use, including resale, is a violation of copyright law. MBTI and Introduction to Type are trademarks or registered
trademarks of the MBTI Trust, Inc., in the United States and other countries.

                                                                                                                                                                                         14
Type & Communication

                 Implications:
                  People naturally use a
                   communication or
                   influencing style that
                   suits their preferences.

                  Understanding what our
                   audience needs
                   increases our
                   effectiveness in
                   communicating with
                   them.



© 2011, CPP, Inc. All rights reserved               15
Team Roles & Personality Type

                                        ST                                                           SF
                         Technical skills                                                     Practical ways of
                        with objects and                                                       helping others
                              facts



                                        NT                                                          NF
                          Theoretical and                                                       Insight and
                             technical                                                          encouraging
                           frameworks                                                             people

                                             Source: Myers, I. (1998) Introduction to Type®




© 2011, CPP, Inc. All rights reserved                                                                             16
The Quadrants Lens




© 2011, CPP, Inc. All rights reserved             17
Life Cycle of Organisations or New Initiative


                                        IN             EN              ES              IS
     DESCRIPTOR                         Thoughtful     Action          Action          Thoughtful
                                        innovators     oriented        oriented        realists
                                                       innovators      realists

     ORGANISATION
     FOCUS                              Vision         Change          Results         Continuity

                                        Internal       Try something   Improve         Can see what
                                        vision of      novel           efficiency &    should
      CHANGE                                                                           change / be
                                        future                         effectiveness
                                                                                       preserved


     MOTTO                              Let’s think    Let’s change    Let’s do it !   Let’s keep it!
                                        about it!      it!



© 2011, CPP, Inc. All rights reserved                 Time elapsed                                      18
Contributions & Conflict Activity


     Form groups of IS, ES, IN and EN
       types

      What special gifts and
       contributions does your
       Quadrant bring to the team?

      What irritates you about the
       other quadrant ?

      What do you or could you
       admire about the opposite
       quadrant?
© 2011, CPP, Inc. All rights reserved   Adapted from MBTI® Team Building Program 1st Ed (1992) by Hirsh   19
Debriefing the Quadrants activity

           Invite one group to report their responses. Then invite the
            diagonal opposite group to report their responses.
           Ask the team how they can agree to incorporate the
            perspectives/contributions of all four Quadrants



                                        IS         IN



                                        ES         EN


© 2011, CPP, Inc. All rights reserved                                 20
Problem Solving/Conflict Resolution
and the Four Quadrants
When working to solve a                                                                           When working to solve a
problem, ISs tend to                                                                              problem, INs tend to
 Focus on facts that might be                                                                    Focus on ideas that might be
  useful                                                                                           applicable
 Recall past examples to guide                                                                   Anticipate potential problems to
  behavior                                                                                         guide behavior
 Want to determine where energy will                                                             Want to understand where energy
  have the best results                                                                            will have the best results
 Act sensibly                                                                                    Act prudently

When working to solve a                                                                           When working to solve a
problem, ESs tend to                                                                              problem, ENs tend to
 Focus on actions that could be                                                                  Focus on changes that could be
  taken                                                                                            made
 Use conventional structures to guide                                                            Invent novel frameworks to guide
  behavior                                                                                         behavior
 Want to test out where effort will                                                              Want to speculate on where effort
  have the most impact                                                                             will have the most impact
 Act promptly                                                                                    Act enthusiastically

Elizabeth Hirsh, Katherine W. Hirsh, and Sandra Krebs Hirsh, MBTI® Teambuilding Program, 3rd ed. Copyright 2009 by CPP, Inc. All rights reserved. Permission is hereby granted to
reproduce this document for workshop use. Duplication for any other use, including resale, is a violation of copyright law. MBTI and Introduction to Type are trademarks or registered
trademarks of the MBTI Trust, Inc., in the United States and other countries.


                                                                                                                                                                                   RM 4-19
                                                                                                                                                                                             21
Change and the
                                                                                        Four Quadrants
                                     Ways to introduce change to ISs                                                                  Ways to introduce change to INs
                                      Relate it to what they know                                                                     Relate it to innovative concepts
                                      Give them a detailed picture of the                                                             Give them the underlying
                                       change                                                                                           significance of the change
                                      Emphasize the connection with what                                                              Emphasize the possibilities for
                                       is known and understood                                                                          creativity
                                      Show them how it can make a                                                                     Show them how it can bring their
                                       tangible, lasting difference in their                                                            work closer to the ideal
                                       work

                                     Ways to introduce change to ESs                                                                  Ways to introduce change to ENs
                                      Relate it to what they can do                                                                   Relate it to inventive ways of doing
                                      Give them a realistic rationale for                                                              things
                                       the change                                                                                      Give them a broad overview of the
                                      Emphasize the connection with                                                                    change
                                       current procedures                                                                              Emphasize the possibilities for
                                      Show them how it can make their                                                                  variety
                                       work more efficient and easier                                                                  Show them how it can make their
                                                                                                                                        work pioneering and fresh

Elizabeth Hirsh, Katherine W. Hirsh, and Sandra Krebs Hirsh, MBTI® Teambuilding Program, 3rd ed. Copyright 2009 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this document for workshop use.
Duplication for any other use, including resale, is a violation of copyright law. MBTI and Introduction to Type are trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and other countries.


                                                                                                                                                                                                                     RM 4-18
                                                                                                                                                                                                                               22
The Dynamics Lens




                                           Order of
                                           Preferences;
                                           Dominant
                                           Auxillary
                                           Tertiary
                                           Inferior
© 2011, CPP, Inc. All rights reserved                     23
The Dynamics Lens

      Provide team participants with a brief overview of type
       dynamics by presenting the following:
        – Each personality type has a favourite or most trusted
          preference - Dominant Preference
        – There is a hierarchy of preferences for each type - see
          Introduction To Type® and Teams booklet pages 47-48




© 2011, CPP, Inc. All rights reserved                               24
Dominant Preferences in the Type Table

                                        ISTJ   ISFJ   INFJ   INTJ
            1st row: 2nd letter



                                        ISTP   ISFP   INFP   INTP
            2nd row: 3rd letter



                                        ESTP   ESFP   ENFP   ENTP

            3rd row: 2nd letter


                                        ESTJ   ESFJ   ENFJ   ENTJ


            4th row: 3rd letter

© 2011, CPP, Inc. All rights reserved                                 25
Activity Scenario


       Your work office will need to
        relocate from a capital city to
        a smaller town. What would
        be the first things your group
        would consider to implement
        this decision?

       Start with your Dominant
        preference group
       (optional) then move to the
        next preferences according to
        the time allocated.
© 2011, CPP, Inc. All rights reserved            26
Decision Making Process for Team

                                Problem-Solving Model
                                Model from Gordon Lawrence, People Type and Tiger Stripes (Gainesville, FL:CAPT, 1982), p.58.




                        SENSING                                                                                           INTUITION
                        (FACTS)                                                                                           (POSSIBILITIES)




             THINKING                                                                                                  FEELING
             (CONSEQUENCES)                                                                                            (IMPACT ON PEOPLE)



 Using the Myers-Briggs Type Indication in Organizations (2nd edition) by Sandra Krebs Hirsh. © 1991 by Consulting Psychologists Press, Inc. Permission is herby granted to reproduce this
 worksheet for workshop use. Duplication for any other use, including resale, is a violation of the copyright law.




© 2011, CPP, Inc. All rights reserved                                                                                                                                                        27
Problem Solving and the Four
                                                                   Dominants
                                     Sensing Dominants are likely to                                                                   Intuitive Dominants are likely to
                                     ask                                                                                               ask
                                         How is the problem defined?                                                                   What alternatives are there?
                                         What are the current procedures?                                                              How is this issue related to wider
                                         What are our specific goals?                                                                   concerns?
                                         What are the immediate objectives                                                             What are the opportunities for
                                          and how can timelines be                                                                       growth?
                                          established?                                                                                  What are our hunches about this
                                                                                                                                         issue?

                                     Thinking Dominants are likely to                                                                  Feeling Dominants are likely to
                                     ask                                                                                               ask
                                         Is this a legitimate issue?                                                                   What are people’s feelings about this
                                         How does it affect performance?                                                                issue?
                                         What are the pros and cons?                                                                   How can different sides be
                                         How can we look at this                                                                        accommodated?
                                          systematically?                                                                               What will increase harmony?
                                                                                                                                        How will this affect the people
                                                                                                                                         concerned?


Elizabeth Hirsh, Katherine W. Hirsh, and Sandra Krebs Hirsh, MBTI® Teambuilding Program, 3rd ed. Copyright 2009 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this document for workshop use. Duplication for any other

                                                                                                                                                                                                                      RM 4-45
use, including resale, is a violation of copyright law. MBTI and Introduction to Type are trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and other countries.



                                                                                                                                                                                                                                                 28
MBTI Leadership Poster

                   Type __________
As leaders . . .
                            Overdo
Contributions
                                      Overlook

What do you need            What others do that
to be your best             annoys you



Motto:
                                                  29
Resource Materials -Teams & Leadership


   Introduction to Type ® and Teams
   MBTI® Teambuilding Program Leaders Resource Guide
   Introduction to Type ® in Organizations
   Introduction to Type ® and Decision Making
   The Leadership Advantage – Training Program
   Using the MBTI® Tool in Organizations – Leaders Resource Guide
   Developing Leaders – Research & Applications in Psychological Type
   Enhancing Leadership Through Psychological Type
   Teamwork from the Inside Out – Field book




                                                                         30

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Applying Type To Lead

  • 1. Applying Type to Leading Self and Others Presented by
  • 2. Objectives  Review your successes and challenges of using the MBTI® Instrument  Introduce 5 lenses to illustrate how to apply Type theory to understand individual and team behaviour  Apply the lenses to – Team strengths and development areas – Communication and Influencing – Change – Leadership – Problem Solving & Decision Making © 2011, CPP, Inc. All rights reserved 2
  • 3. What do you remember? What are the challenges? What are the successes? Applying MBTI to date ...What do you want from this session?
  • 4. The Lenses © 2011, CPP, Inc. All rights reserved 4
  • 5. Team Type Lens First Contact with the Team © 2011, CPP, Inc. All rights reserved 5
  • 6. Team analysis  Record Types on chart 6
  • 7. Determining Team Type  Total the number of individuals for each of the eight preferences  The preference in each dichotomy with the higher total is the team preference  The combination of the 4 preferences with the highest total is the team type  With ties – Break the tie in favour of the team leadership – Break the tie in favour of noticeable organisational culture Why? Elizabeth Hirsh, Katherine W. Hirsh, and Sandra Krebs Hirsh, MBTI® Teambuilding Program, 3rd ed. Copyright 2009 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this document for workshop use. Duplication for any other use, including resale, is a violation of copyright law. MBTI and Introduction to Type are trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and other countries. © 2011, CPP, Inc. All rights reserved 7
  • 8. Analysing Team Type 1. What might this team emphasise? What positive contributions might this team make to the organisation 2. What challenges might this team face? What might this team need to do to be optimally effective? 3. What might this team’s leadership emphasise? 4. What challenges might this team’s leadership face? What might this team’s leadership need to do to be optimally effective? Elizabeth Hirsh, Katherine W. Hirsh, and Sandra Krebs Hirsh, MBTI® Teambuilding Program, 3rd ed. Copyright 2009 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this document for workshop use. Duplication for any other use, including resale, is a violation of copyright law. MBTI and Introduction to Type are trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and other countries. © 2011, CPP, Inc. All rights reserved 8
  • 9. Team Type Lens Teams with Type Diversity Teams with Type Homogeneity Source: Introduction to Type and Teams, Hirsh et a (2003) © 2011, CPP, Inc. All rights reserved 9
  • 10. The Functions Lens Communications Influencing and Persuading Selling Team Roles © 2011, CPP, Inc. All rights reserved 10
  • 11. Typical Characteristics of the Four Functions Characteristics STs SFs NFs NTs At their best, Resourceful Friendly Creative Effective establish teams that are Data oriented Service Development System oriented oriented oriented Team Accountability Affiliation Personal Autonomy environment growth fosters Are energized Marshalling Delivering Offering Supplying by resources support guidance expertise Are Inefficiency Unfriendliness Intolerance Incompetence exhausted by Elizabeth Hirsh, Katherine W. Hirsh, and Sandra Krebs Hirsh, MBTI® Teambuilding Program, 3rd ed. Copyright 2009 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this document for workshop use. Duplication for any other use, including resale, is a violation of copyright law. MBTI and Introduction to Type are trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and other countries. RM 4-1 11
  • 12. Communication Activity  Form groups of ST, SF, NF and NT types  In your group discuss…. 1] What would someone need to say to persuade you to buy an MBTI® Training Package?  What could a sales person say or do that would put you off purchasing an MBTI® Training Package? Record your responses (Optional) 2] When undertaking a project, which tasks do you seek out?  Which tasks do you try and avoid? © 2011, CPP, Inc. All rights reserved 12
  • 13. Influencing Activity  Form groups of ST, SF, NF and NT types  In your group discuss…. What would you need to hear to be persuaded to change the way you work or agree to a proposal for a new product or service? Record your responses © 2011, CPP, Inc. All rights reserved 13
  • 14. Writing Styles of the Four Functions ST style SF style  Short, to the point  Short  Precise, with qualifications if  Bullet points appropriate  Bullet points  Conventional words  Conventional words  Personal tone, i.e., personal  “Businesslike” tone pronouns, specific quotes NF style NT style  Longer, paragraph format  Longer, paragraph format  Expressive, underlining,  Present the “why” or logic behind the idea personalized anecdotes  “Businesslike” tone  Unique words and phrases,  Unique words and phrases, personal pronouns metaphors Source: Judy Allen and Susan A. Brock, Health Care Communications Using Personality Type: Patients Are Different (Philadelphia: Routledge, 2000). Reproduced with permission. . Elizabeth Hirsh, Katherine W. Hirsh, and Sandra Krebs Hirsh, MBTI® Teambuilding Program, 3rd ed. Copyright 2009 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this document for workshop use. Duplication for any other use, including resale, is a violation of copyright law. MBTI and Introduction to Type are trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and other countries. 14
  • 15. Type & Communication Implications:  People naturally use a communication or influencing style that suits their preferences.  Understanding what our audience needs increases our effectiveness in communicating with them. © 2011, CPP, Inc. All rights reserved 15
  • 16. Team Roles & Personality Type ST SF Technical skills Practical ways of with objects and helping others facts NT NF Theoretical and Insight and technical encouraging frameworks people Source: Myers, I. (1998) Introduction to Type® © 2011, CPP, Inc. All rights reserved 16
  • 17. The Quadrants Lens © 2011, CPP, Inc. All rights reserved 17
  • 18. Life Cycle of Organisations or New Initiative IN EN ES IS DESCRIPTOR Thoughtful Action Action Thoughtful innovators oriented oriented realists innovators realists ORGANISATION FOCUS Vision Change Results Continuity Internal Try something Improve Can see what vision of novel efficiency & should CHANGE change / be future effectiveness preserved MOTTO Let’s think Let’s change Let’s do it ! Let’s keep it! about it! it! © 2011, CPP, Inc. All rights reserved Time elapsed 18
  • 19. Contributions & Conflict Activity Form groups of IS, ES, IN and EN types  What special gifts and contributions does your Quadrant bring to the team?  What irritates you about the other quadrant ?  What do you or could you admire about the opposite quadrant? © 2011, CPP, Inc. All rights reserved Adapted from MBTI® Team Building Program 1st Ed (1992) by Hirsh 19
  • 20. Debriefing the Quadrants activity  Invite one group to report their responses. Then invite the diagonal opposite group to report their responses.  Ask the team how they can agree to incorporate the perspectives/contributions of all four Quadrants IS IN ES EN © 2011, CPP, Inc. All rights reserved 20
  • 21. Problem Solving/Conflict Resolution and the Four Quadrants When working to solve a When working to solve a problem, ISs tend to problem, INs tend to  Focus on facts that might be  Focus on ideas that might be useful applicable  Recall past examples to guide  Anticipate potential problems to behavior guide behavior  Want to determine where energy will  Want to understand where energy have the best results will have the best results  Act sensibly  Act prudently When working to solve a When working to solve a problem, ESs tend to problem, ENs tend to  Focus on actions that could be  Focus on changes that could be taken made  Use conventional structures to guide  Invent novel frameworks to guide behavior behavior  Want to test out where effort will  Want to speculate on where effort have the most impact will have the most impact  Act promptly  Act enthusiastically Elizabeth Hirsh, Katherine W. Hirsh, and Sandra Krebs Hirsh, MBTI® Teambuilding Program, 3rd ed. Copyright 2009 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this document for workshop use. Duplication for any other use, including resale, is a violation of copyright law. MBTI and Introduction to Type are trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and other countries. RM 4-19 21
  • 22. Change and the Four Quadrants Ways to introduce change to ISs Ways to introduce change to INs  Relate it to what they know  Relate it to innovative concepts  Give them a detailed picture of the  Give them the underlying change significance of the change  Emphasize the connection with what  Emphasize the possibilities for is known and understood creativity  Show them how it can make a  Show them how it can bring their tangible, lasting difference in their work closer to the ideal work Ways to introduce change to ESs Ways to introduce change to ENs  Relate it to what they can do  Relate it to inventive ways of doing  Give them a realistic rationale for things the change  Give them a broad overview of the  Emphasize the connection with change current procedures  Emphasize the possibilities for  Show them how it can make their variety work more efficient and easier  Show them how it can make their work pioneering and fresh Elizabeth Hirsh, Katherine W. Hirsh, and Sandra Krebs Hirsh, MBTI® Teambuilding Program, 3rd ed. Copyright 2009 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this document for workshop use. Duplication for any other use, including resale, is a violation of copyright law. MBTI and Introduction to Type are trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and other countries. RM 4-18 22
  • 23. The Dynamics Lens Order of Preferences; Dominant Auxillary Tertiary Inferior © 2011, CPP, Inc. All rights reserved 23
  • 24. The Dynamics Lens  Provide team participants with a brief overview of type dynamics by presenting the following: – Each personality type has a favourite or most trusted preference - Dominant Preference – There is a hierarchy of preferences for each type - see Introduction To Type® and Teams booklet pages 47-48 © 2011, CPP, Inc. All rights reserved 24
  • 25. Dominant Preferences in the Type Table ISTJ ISFJ INFJ INTJ 1st row: 2nd letter ISTP ISFP INFP INTP 2nd row: 3rd letter ESTP ESFP ENFP ENTP 3rd row: 2nd letter ESTJ ESFJ ENFJ ENTJ 4th row: 3rd letter © 2011, CPP, Inc. All rights reserved 25
  • 26. Activity Scenario  Your work office will need to relocate from a capital city to a smaller town. What would be the first things your group would consider to implement this decision?  Start with your Dominant preference group  (optional) then move to the next preferences according to the time allocated. © 2011, CPP, Inc. All rights reserved 26
  • 27. Decision Making Process for Team Problem-Solving Model Model from Gordon Lawrence, People Type and Tiger Stripes (Gainesville, FL:CAPT, 1982), p.58. SENSING INTUITION (FACTS) (POSSIBILITIES) THINKING FEELING (CONSEQUENCES) (IMPACT ON PEOPLE) Using the Myers-Briggs Type Indication in Organizations (2nd edition) by Sandra Krebs Hirsh. © 1991 by Consulting Psychologists Press, Inc. Permission is herby granted to reproduce this worksheet for workshop use. Duplication for any other use, including resale, is a violation of the copyright law. © 2011, CPP, Inc. All rights reserved 27
  • 28. Problem Solving and the Four Dominants Sensing Dominants are likely to Intuitive Dominants are likely to ask ask  How is the problem defined?  What alternatives are there?  What are the current procedures?  How is this issue related to wider  What are our specific goals? concerns?  What are the immediate objectives  What are the opportunities for and how can timelines be growth? established?  What are our hunches about this issue? Thinking Dominants are likely to Feeling Dominants are likely to ask ask  Is this a legitimate issue?  What are people’s feelings about this  How does it affect performance? issue?  What are the pros and cons?  How can different sides be  How can we look at this accommodated? systematically?  What will increase harmony?  How will this affect the people concerned? Elizabeth Hirsh, Katherine W. Hirsh, and Sandra Krebs Hirsh, MBTI® Teambuilding Program, 3rd ed. Copyright 2009 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this document for workshop use. Duplication for any other RM 4-45 use, including resale, is a violation of copyright law. MBTI and Introduction to Type are trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and other countries. 28
  • 29. MBTI Leadership Poster Type __________ As leaders . . . Overdo Contributions Overlook What do you need What others do that to be your best annoys you Motto: 29
  • 30. Resource Materials -Teams & Leadership  Introduction to Type ® and Teams  MBTI® Teambuilding Program Leaders Resource Guide  Introduction to Type ® in Organizations  Introduction to Type ® and Decision Making  The Leadership Advantage – Training Program  Using the MBTI® Tool in Organizations – Leaders Resource Guide  Developing Leaders – Research & Applications in Psychological Type  Enhancing Leadership Through Psychological Type  Teamwork from the Inside Out – Field book 30