foundations of team leadership mbti self & team awareness new yorker magazine 2004
TRANSCRIPT
Foundations of Team Leadership
Foundations of Team Leadership
MBTI Self & Team
Awareness
New Yorker Magazine 2004
Program Focus
Awareness
MY INTENT
(what + who)
MY INTERVENTION
(when + how)
MY IMPACT(so what?)
FEEDBACK + REFLECTION
(what is different?)
Foundations of Team Leadership
Team Leadership and Self-Awareness
We judge ourselves by our intent;
We judge others by their impact on us.
This is exactly 180° out of sync.
Foundations of Team Leadership
MBTI Four Dichotomies
I
P
E
J
Direction of Energy
Attitude toward the outside world
S N
T F
ORIENTATIONS
ORIENTATIONS
How we receive information
How we make decisions
FUNCTIONS
FUNCTIONS
Foundations of Team Leadership
Myers-Briggs Type Indicator
• Self-report designed to help identify valuable differences between the ways normal, healthy people tend to function
• Created by Katharine Briggs and Isabel Myers• Based on Carl Jung’s Theory of Psychological Types• Patterns of behavior result from inborn tendencies to
use mind in different ways
Foundations of Team Leadership
MBTI Perspective
• Describes rather than prescribes• Reports in organized way preferences indicated when
answering the questions• Describes preferences, not skills or abilities• All preferences are equally important• The instrument is well-documented and researched
Foundations of Team Leadership
• Those who prefer Sensing pay attention to information taken in directly through their five senses and focus on what is or what was.
• Those who prefer iNtuition pay attention to their sixth sense, to hunches and insights, and they focus on what might be.
• Sensing and iNtuition are ‘Mental Functions’
Two Ways of Obtaining Information
Foundations of Team Leadership
Sensing [S]
• Like specific examples• Prefer following an agenda• Emphasize the pragmatic• Seek predictability• See difficulties as problems that need specific solutions• Focus on immediate applications of a situation• Want to know what is
Foundations of Team Leadership
Intuition [N]
• Like general concepts• Depart from the agenda if necessary• Emphasize the theoretical• Desire change• See difficulties as opportunities for further exploration• Focus on future possibilities of a situation• Want to know what could be
Foundations of Team Leadership
Sensing [S] - Intuition [N]
o Concrete
o Realistic
o Practical
o Experiential
o Traditional
o Abstract
o Imaginative
o Inferential
o Theoretical
o Original
Foundations of Team Leadership
Reflection
• Indicate where you think your preference lies on the pertinent dimension scale
• Think about a close relationship that is a challenge to you, and try to figure out their preferences as well
I
P
E
J
Direction of Energy
Attitude toward the outside world
S N
T F
ORIENTATIONS
ORIENTATIONS
How we receive information
How we make decisions
FUNCTIONS
FUNCTIONS
Foundations of Team Leadership
Two Ways of Making Decisions
• Those who prefer Thinking make decisions in a logical and objective way
• Those who prefer Feeling make decisions in a personal, values-oriented way
• Thinking and Feeling are ‘Mental Functions’
Foundations of Team Leadership
Thinking [T]
• Question first• Know when reason is needed• Want things to be logical• Have a cool and impersonal demeanor• Remain detached when making decisions• Control the expression of your feelings• Overlook people in favor of tasks
Foundations of Team Leadership
Feeling [F]
• Accept first• Know when support is needed• Want things to be pleasant• Have a warm and personal demeanor• Remain personally involved when making decisions• Express your feelings with enthusiasm• Overlook tasks in favor of people
Foundations of Team Leadership
Thinking [T] – Feeling [F]
o Logical
o Reasonable
o Questioning
o Critical
o Tough
o Empathetic
o Compassionate
o Accommodating
o Accepting
o Tender
Foundations of Team Leadership
Reflection
• Indicate where you think your preference lies on the pertinent dimension scale
• Think about a close relationship that is a challenge to you, and try to figure out their preferences as well
I
P
E
J
Direction of Energy
Attitude toward the outside world
S N
T F
ORIENTATIONS
ORIENTATIONS
How we receive information
How we make decisions
FUNCTIONS
FUNCTIONS
Foundations of Team Leadership
Direction of Energy
• Those who prefer Extraversion get their energy from the outer world of people, activities and things.
• Those who prefer Introversion get their energy from their inner world of ideas, impressions, and thoughts.
• Extraversion and Introversion are ‘Attitudes or Orientations.’
Foundations of Team Leadership
Extraversion [E]
• Prefer action• Talk things over in order to understand them• Prefer oral communication• Share your thoughts freely• Act and respond quickly• Extend yourself into the environment• Enjoy working in groups
Foundations of Team Leadership
Introversion [I]
• Prefer reflection• Think things through in order to understand them• Prefer written communications• Guard your thoughts until they are almost perfect• Reflect and think deeply• Defend yourself against external demands• Enjoy working alone or only one or two others
Foundations of Team Leadership
Extravert [E] - Introvert [I]
o Initiating
o Expressive
o Gregarious
o Participative
o Enthusiastic
o Receiving
o Contained
o Intimate
o Reflective
o Quiet
Foundations of Team Leadership
Reflection
• Indicate where you think your preference lies on the pertinent dimension scale
• Think about a close relationship that is a challenge to you, and try to figure out their preferences as well
I
P
E
J
Direction of Energy
Attitude toward the outside world
S N
T F
ORIENTATIONS
ORIENTATIONS
How we receive information
How we make decisions
FUNCTIONS
FUNCTIONS
Foundations of Team Leadership
• Those who prefer Judging tend to live in an organized, planned way.
• Those who prefer Perceiving tend to live in a spontaneous, flexible way
• Judging and Perceiving are ‘Attitudes or Orientations’
Two Ways of Leading Our Lives
Foundations of Team Leadership
Judging [J]
• Like things to be settled and ordered• Finish tasks before the deadline• Focus on goals, results, and achievements• Establish deadlines• Prefer no surprises• Prefer to be conclusive• Quickly commit to plans or decisions
Foundations of Team Leadership
Perceiving [P]
• Like things to be flexible and open• Finish tasks at the deadline• Focus on processes, options and openings• Dislike deadlines• Enjoy surprises• Prefer to be tentative• Reserve the right to change plans or decisions
Foundations of Team Leadership
Judging [J] – Perceiving [P]
o Systematic
o Playful
o Early starting
o Scheduled
o Methodical
o Casual
o Open-ended
o Pressure-prompted
o Spontaneous
o Emergent
Foundations of Team Leadership
Reflection
• Indicate where you think your preference lies on the pertinent dimension scale
• Think about a close relationship that is a challenge to you, and try to figure out their preferences as well
I
P
E
J
Direction of Energy
Attitude toward the outside world
S N
T F
ORIENTATIONS
ORIENTATIONS
How we receive information
How we make decisions
FUNCTIONS
FUNCTIONS
Foundations of Team Leadership
Remember
• Extravert does not mean talkative or loud
• Introvert does not shy or inhibited
• Feeling does not mean emotional
• Judging does not judgmental
• Perceiving does not mean perceptive
Foundations of Team Leadership
MBTI Four Dichotomies
I
P
E
J
Direction of Energy
Attitude toward the outside world
S N
T F
ORIENTATIONS
ORIENTATIONS
How we receive information
How we make decisions
FUNCTIONS
FUNCTIONS
Foundations of Team Leadership
The MBTI Report
The report provides information about Four MBTI preference scales The Letters Types Extra Reading References
Foundations of Team Leadership
Individual Benefits of MBTI
• A way for individuals to look at themselves and to evaluate strengths and areas for development
• Helps individuals understand personality differences in others and use them constructively
• A way to build communication patterns that help them to achieve a higher level of influence
• Supports learning about how to be more effective leaders, team members and partners
Foundations of Team Leadership
The Z Problem-Solving Model
SENSINGLook at the Facts and Details
INTUITIONWhat Alternatives
do the FactsSuggest?
THINKINGCan it be Analyzed
Objectively?
FEELINGWhat Impactwill it have
on Those Involved?
Source: Otto Kroeger Associates
Foundations of Team Leadership
Group Benefits of MBTI
• Helps reduce conflict through appreciation of differences.
• Supports decision making and problem solving processes.
• Facilitates team building by identifying strengths, weaknesses and blind spots for teams.
• Acts as a lens through which to diagnose issues, and to organize people and processes to develop strategies and solutions
Foundations of Team Leadership
Organizations and MBTI
Using MBTI in an organizational context helps in:• More effective communicationo Solving organizational or personal problemso Making the most of the organization’s human
resourceso Assisting in career choice and professional
development,o Improving teamworko Understanding and adapting to differences in
management styleso Conflict resolution and management of change
Foundations of Team Leadership
The Temperaments
Source: Otto Kroeger Associates
NF TemperamentKey Concern: “Meaning”. Can seem like (Idealists]
NT Temperament Key Concern: “Competence”. Can seem like (Rationals]
SJ TemperamentKey Concern “Loyalty”. Can seem like Guardians
SP TemperamentKey Concern: “Action”. Can seem like [Artisans]
Foundations of Team Leadership
SENSINGLook at the
Facts and Details
INTUITIONWhat Alternatives
do the Facts Suggest?
THINKINGCan it be Analyzed
Objectively?
FEELINGWhat Impact will it have
on Those Involved?
What are the facts? What exactly is the situation? What have I or others done that has worked or not worked? What are the bottom line realities? What are my resources?Be specific and actual. List all relevant details. Be clear.
What are all the possibilities? What other ways are there to look at this? What are the connections to other issues or people? What do the facts imply? What are the patterns in the facts? What might work?Let your imagination run wild.
What are the pros and cons of each option? What are their logical consequences? Is this reasonable? What are the consequences of not acting?What impact would this have on my other priorities? If I weren’t involved, what would I suggest?
How does each alternative fit with my values? Is it something I can live with? How will people concerned be affected? How will each option contribute to harmony and morale? How will I support people with this decision? How do I feel about the action?
Source: Otto Kroeger Associates
Foundations of Team Leadership
The Conflicted
T-F Dimension”Thinkers and feelers define conflict differently. Thinkers see conflict as “creative tension” while feelers (personalize) find conflict stressful, emotional & upsetting
E-I Dimension •Es like to ask questions that they don’t want really answeredNothing is more physically stressful to an introvert than conflict
Source: Otto Kroeger Associates
Sensors precise words or events are key and are subject to subsequent recall and scrutiny
For iNtuitives, implications & meanings about what’s going on are far more important-“lead to yes, buts I said you said conversations.”
S-N Dimension•Js like structure. Any unplanned or unannounced change can lead to some abrasive responses
•Js have difficulty dealing with unresolved issues in an open- ended way while Ps irritate Js by not deciding or taking a position
J-P Dimension
Foundations of Team Leadership
Dealing with Conflict: T-F Dimension
• The most crucial dimension in dealing with conflict• Thinker’s push for clarity of objectives is generally
seen as “hostile” by feeler• Thinkers and feelers define conflict differently.
Thinkers see conflict as “creative tension” while feelers find conflict stressful, emotional and upsetting
• Thinkers do not like to personalize things; for feelers personal connection means a lot
Foundations of Team Leadership
Dealing with Conflict: E-I Dimension
• Extraverts (Es) say many things in so little time that they scarcely remember what they’ve said
• What was said or not said itself becomes an issue for conflict
• Es are not quick to remember that their words might have caused offense to others
• Es like to ask questions that they don’t want really answered
• Nothing is more physically stressful to an introvert than conflict
Foundations of Team Leadership
Dealing with Conflict: S-N Dimension
• For Sensors precise words or events are key and are subject to subsequent recall and scrutiny
• For iNtuitives, implications and meanings about what’s transpired are far more important
• The difference leads to a variety of “yes, buts.”
Foundations of Team Leadership
Dealing with Conflict: J-P Dimension
• Judgers (Js) like structure. So any unplanned or unannounced change can lead to some abrasive responses, which are often interpreted as anger or disagreement, even when that’s not the case
• The J’s initial negative response to Perceiver’s (P’s) idea may have more to do with the fact that P has just interrupted the J’s schedule
• J’s statements often lead Ps to believe that their positions are very fixed, with little room for negotiation
• Js have difficulty dealing with unresolved issues in an open-ended way while Ps irritate Js by not deciding or taking a position
Foundations of Team Leadership
Some Shortcuts to Resolving Conflicts
• Extraverts: Stop, look, and listen• Introverts: Express yourself• Sensors: There’s more to conflicts than just the facts• iNtuitives: Stick to the issues• Thinkers: Allow some genuine expression of feeling• Feelers: Be direct• Judgers: You’re not always right• Perceivers: Take a clear position
Foundations of Team Leadership
Some Shortcuts to Resolving Conflicts
• Extraverts: Stop, look, and listen• Introverts: Express yourself• Sensors: There’s more to conflicts than just the facts• iNtuitives: Stick to the issues• Thinkers: Allow some genuine expression of feeling• Feelers: Be direct• Judgers: You’re not always right• Perceivers: Take a clear position