knowing myself, empowering others

Knowing You, Empowering Others (MBTI Approach)

Knowing Myself, Empowering Others(MBTI Approach)www.humanikaconsulting.com

Workshop ObjectivesIncrease self-awareness and confirm self-perceptionDiscover normal differences in people concerning:Energy sourceInformation gatheringDecision makingLife styleCreate awareness, understanding and most importantly applications about TYPE including:Appreciating the diverse gifts and strengths that we all bringRecognize and augment those areas we dont recruit and that dont come as easily to usNot necessary to agree, but understand the concepts of TYPE

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Because understanding YOURSELF is empoweringWe hear and accept LOTS of labels in our lives: Hard working, slacker, popular, talkative, quick-thinking, thoughtful, etc. Chance to UN-label ourselves, and find the real value in who we areLearn to choose environments that enhance your own desiresContext for making choices in all areas: career, home, social life Understanding OTHERS helps lead to a successful life We need all types in order to get the best, most well-rounded viewpointsFeels good to have people think like you, but not always the most productive answersTolerance of diversity; able to better embrace what others offer of value Equal equation: We all have something to give; we all have something to learn (gain)Teamwork (workgroups, jobs, sports)Allows YOU to be more productive in a team or group settingHelps you to get the best from OTHERS

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Developed by:Katherine Cook Briggs & Isabel MyersSupported by the work of Carl JungAnd his writings Psychological Types.

Jungs TheoryJung believed that preferences are an innate inborn predispositionHe also recognised that our innate preferences interact with and are shaped by environmental influences:FamilyCountryEducationand many more

Jungs TheoryWe will look at four sets of opposites like our right and left handsWe all use both sides, but one is our natural preferenceJung believed that our preferences do not change they stay the same over our lifetimeWhat changes is how we use our preferences and often the accuracy with which we can measure the preferences

Behind MBTI : Jungs Theory Basic Mental Process

Behind MBTI :Jungs Theory Orientation of Energy

MBTIKatharine Briggs developed idea in the 1920s based on Carl Jungs workKB and daughter Isabel Briggs Myers spent 20 years researching until they produced an accurate and valid questionnaireOverseen by the Consulting Psychologists Press since 1979

MBTI StructureEach scale has 2 aspects (preferences); for a total of 16 possible personality typesWell be comparing each of the 4 scales on the basis of their extremes; however:Most people are not extremeThe stronger the score, the more distinct and noticeable it often is to othersThe closer the score, the greater ones comfort in both areasRemember, this describes a persons zone of greatest comfort, it does not predict behavior

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The Four MBTI Scales

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Population Distribution

http://www.mypersonality.info/personality-types/population-gender/

Saat ini Anda adalah anak SMA, Buatkanlah pesta acara perpisahan teman SMA !

Extroversion & IntroversionEXTROVERSION (E)Energy directed outward in actionSeeking stimulation in the outer environment

INTROVERSION (I)Energy directed inward in reflectionSeeking stimulation in the inner environmentTwo essential ways of orienting ourselves

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Extroversion & IntroversionINTROVERSION (I)Think to talkTends to be comfortable working alone or in small groupMay be challenged remembering names and faces; may have problems communicatingLikes to think before speaking, sometimes never speakingHow You Are EnergizedEXTROVERSION (E)Talk to thinkEnjoy working in groups and the social aspect of itOften good at greeting people; communicates freelyTends to speak freely, often without thinking

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ENERGYDirected outward toward people and thingsDirected inward toward concepts and ideas

FOCUSChange the worldUnderstand the worldRelaxed and confidentReserved and questioningUnderstandable and accessibleSubtle and impenetrable

ORIENTATIONOpen thinkersClosed thinkers

WORK ENVIRONMENTSeeks actionSeeks isolation & concentrationWants to be with othersWants time to be alonePrefers interests that have breadth Prefers interests that have depth

Comparison of Extroversion & Introversion

Some Key WordsEXTROVERSIONOutgoingINTROVERSIONIngoing

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Extravert/Introvert at WorkExtraverts may see introverts as secretive, unfriendly aloof, self absorbed, slow and awkwardWhen dealing with Extraverts, allow them to think out loud, use verbal communication, expect action, keep the conversation flowing. Let them work in groups and make oral presentations.Introverts may see extraverts as superficial, too talkative, loose canons, overwhelming, pushy and rudeWhen dealing with Introverts ask a question and then stop to listen. Give them time to work alone, to finish their sentences, to learn through structure, to reflect, to communicate in writing first.

Extroverts: Introverts:70% of U.S. populationManagersSalespeopleTrainers and presentersAreas where interacting externally with people and things is of value30% of U.S. populationResearchersEngineersWritersPsychologistsAreas where ability to reflect before acting is of value

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Perhatikan dengan seksama gambar gambar ini, dan ceritakan ulang gambar ini dengan narasi !

Sensing & IntuitionINTUITION (N)Attending to the five senses and somewhat of a sixth senseAwareness of possibilities and insightAnticipating the future by visioning from an ideaObserving from the outside looking inTwo essential ways of perceiving, of becoming aware

SENSING (S)Attending to specifics presented by the sensesAwareness of the facts and specificsAnticipating the future by forecasting from dataKeen observations

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Sensing & IntuitionSENSORS(S)Likes an established way of doing thingsEnjoys using preexisting skills & knowledgeUsually reaches a conclusion step by step

INTUITIVES (N)May not enjoy repetitionEnjoys learning new skills and knowledge Conclusions are broad and visionaryWhat you pay attention to...

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Comparison of Sensing and IntuitionMODE OF PERCEPTIONFive senses Sixth sense (Reliance on experience, (Reliance on possibilities, facts & data) inspiration & conceptual)

FOCUSPracticality InnovationReality ExpectationPresent FutureORIENTATIONLives life as it is Life is a moving targetWORK ENVIRONMENTPrefers using learned skills Prefers adding new skillsPays attention to details Looks at big pictureIf its not broke, dont fix it Lets break something

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Some Key WordsSENSINGWhat it isINTUITIONWhat it could be

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Sensing/Intuitives at WorkSensing can regard intuitives as unrealistic Space cadets, new age, careless about details, unrealisticWork with an intuitive by talking about the big picture, possibilities, implications, analogies, before talking about details.

Intuitives can view sensors as resisting new ideas, boring, unimaginative, old school.Work with a sensor by drawing on past proven experience, focus on practical applications, and step by step solutions.

Sensing: iNtuitives:70% of U.S. populationAccountantsSalespeopleScientists Data handlersTeachersTechniciansTacticians of all sorts30% of U.S. populationPhilosophersLeaders of all sortsArtistsDirectorsCollege professorsMusiciansVisionaries in general

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Anda dan teman teman anda adalah sekumpulan partai politik di Indonesia, tugas Anda adalah membuat :Nama PartaiVisi dan misi PartaiProgram Partai yang akan dilakukan jika menangPresentasikan

Thinking & Feeling

FEELING (F)Using person-centered values to make decisionsWeighing human values and motivesSeeking rational order through harmonyTwo essential ways of making rational judgments

THINKING (T)Using logical analysis to make decisionsUsing objective and impersonal criteriaSeeking rational through logic

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Thinking & FeelingTHINKING (T)Cause and effectDirect & to the pointMay hurt peoples feelings without knowingBelieves in rules, order & accountabilityPuts goals and objectives firstFEELING (F)Impact and harmonyMay avoid conflictEnjoys pleasing people, giving and receiving praiseBelieves in harmony, values & sympathyPuts people and agreement firstHow You Make Decisions

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Comparison of Thinking and FeelingMODE OF DECISION MAKINGDecisions based on Decisions based the logic of the situation human values and needsFOCUSThings PeopleTruth TactPrinciples ValuesORIENTATIONResults Appreciation

WORK ENVIRONMENTBusinesslike and to the point Naturally friendlyImpersonal PersonalObjective Subjective

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Some Key WordsTHINKINGDecisions made with the headFEELINGDecisions made with the heart

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Thinkers/Feelers at WorkThinkers may see feelers as illogical, too emotional or trying too hard to pleaseWith thinkers: Be organized, consider cause and effect, pros and cons, focus on consequences, appeal to fairnessFeelers may see thinkers as insensitive or distant or self-involvedWith feelers: mention points of agreement, focus on their core values, appreciate their contributions, state legitimacy of their feelings, discuss emotional impact of situation

Thinkers: Feelers:67% of MALE population;33% of FEMALE populationBusiness leadersAttorneysEngineersPhysiciansAdministrators EntrepreneursFinancial and banking67% of FEMALE population;33% of MALE populationBusiness managersService professionsNursesAdministrativeSalespeopleCharitable organizations

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Saat ini Anda mendapat kabar adanya bencana alam yang menimpa negara tetangga Anda, sebagai negara terdekat, negara Anda akan menjadi pusat penampungan sebagian besar penduduk negara tetangga anda. Misi Anda dan Rekan-Rekan Kelompok Anda membuat AREAL PENGUNGSIAN bagi pengungsi Negara Tetangga Anda.

JudgingPerceiving

Judgment & PerceptionJUDGMENT (J)At best when planning work and following the planLikes to get things settled and wrapped upMay decide things too quicklyMay dislike to interrupt current project for a more urgent one

PERCEPTION (P)Tends to be good at adapting to changing situationsDoesnt mind leaving things open for alternativesMay have trouble making decisionsMay postpone unpleasant jobs or may start too many projects and have difficulty finishingWhat Life Style You Adopt

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Comparison of Judgment & PerceptionLIFESTYLEPlanful SpontaneousFOCUSDecisive CuriousSelf-regimented FlexiblePurposeful AdaptableORIENTATIONExacting Tolerant

WORK ENVIRONMENTFocuses on outcomes Focuses on processPunctual FlexibleDecisive Open

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Some Key Words

JUDGMENTPlan the workWork the planPERCEPTIONTheres a Plan?

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Judgers/Perceivers at WorkJudgers may view perceivers as wishy-washy procrastinators, unproductive, unreliable, not seriousWith judgers: be on time, come with agenda and conclusion, stick to plan, organizePerceivers view judgers as rigid, controlling black and white, stubborn, trigger happyWith perceivers: focus on process, be open to new information, expect questions, allow for discussion

Judgers: Perceivers:70% of U.S. populationManagersAdministrative FinancialOrganizers30% of U.S. populationArtists, designersWritersFirefighters or emergency personnelPR professionals

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Communication PreferencesEsLike to hear itIs Like it in writingSs Want facts about taskNsWant goals and conceptsTsNeed logic, consequencesFs Need impact on peopleJsWant firm time linePsWant flexibility in how and at what pace

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Sources of StressEach of the preferences provide an indication of where the source of stress may be for an individualAim to understand what may cause stress for you, or someone who does not share the same preference as you, and what you could do to minimise that stress

Typical Work Stressors for each of the Preferences

Coping with Being Different







SNTF Problem Solving

Further Application of SNTF Problem Solving

What do we do with this info?Find appropriate ways to serve humanity by using your preferences (use the tools in your toolbox)Watch for ways your preferences can lead you into areas of successUse it to create more comfortable and successful settings (study time, work groups, relationships)

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Important Take-AwaysE and I: One of the strongest things you can do as a leader is recognize the strength of both perspectivesS and N: Possibly the area of greatest potential discord among individuals and teams, because it deals with the most fundamental way we look at our worldT and F: These are sequences. Learn to incorporate both into actions and decisions, and help others do soJ and P: Appropriate application will bring out the best

Leadership is first and foremost a state of mind. Consciously embracing different preferences and distilling its value will enhance your leadership capabilities

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References to more informationElectronic copies of this presentation are availableDo be careful of the information, though:Its not a horoscopeEach person expresses it uniquely

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