I m not crazy i m just not you
This presentation is the property of its rightful owner.
Sponsored Links
1 / 44

I’m Not Crazy…. I’m Just Not You!! PowerPoint PPT Presentation

  • Uploaded on
  • Presentation posted in: General

I’m Not Crazy…. I’m Just Not You!!. Welcome to Myers-Briggs Type Indicator Workshop History What MBTI Measures and What It Doesn’t Measure (gifts, strengths, Uniqueness and Preferences) What are the Dichotomies and 16 types. What will we cover today. History Assessment

Download Presentation

I’m Not Crazy…. I’m Just Not You!!

An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.

- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -

Presentation Transcript

I m not crazy i m just not you

I’m Not Crazy….I’m Just Not You!!

I m not crazy i m just not you

  • Welcome to Myers-Briggs Type Indicator Workshop

  • History

  • What MBTI Measures and What It Doesn’t Measure (gifts, strengths, Uniqueness and Preferences)

  • What are the Dichotomies and 16 types

What will we cover today

What will we cover today

  • History

  • Assessment

  • Validation Materials

  • Exercises to Demonstrate Type

  • How Type Effects Communication

  • Exercises to Demonstrate Types and Communication/Teamwork

I m not crazy i m just not you

History and Introduction to Type

Devised by Mother Daughter Team for Returning GI’s

Set up Dichotomies to reflect Carl Jung’s theory of Psychological Types

Dichotomies E/I; S/N; T/F; J/P

16 Combinations

Measures Personality Preference

Assessment….not a Test (no right or wrong)

Why do we care about our type

Why Do We Care about our Type?

  • With Greater Self awareness, the more power you have to create the life you want. The MBTI is a powerful personality profile that gives you insight into your own and other preferences for how you learn, how you make decisions, for how you communicate, and for managing time and energy. This effects every aspect of your life.

Extroversion introversion


Extraversion introversion characteristics these are complementary attitudes toward the world

Feels pulled outward By External Claims and Conditions

Is Energized by Other people

Acts then (maybe) reflects

Is Often Friendly, Talkative, Easy to Know

Feels Pushed Inward by External Claims and Intrusions

Is Energized by Inner Resources

Reflects, Then (Maybe) Acts

Is Often Reserved, Quiet, Hard to Know

Extraversion/IntroversionCharacteristics(these are complementary attitudes toward the world)

An Extravert…

An Introvert…

Extraversion introversion characteristics

Expresses Thoughts and Emotions Freely (May be at Risk of Saying too much)

Needs Relationships

Gives Breadth to Life

E’s may Seem Shallow to I’s

Keeps Thoughts and Emotions Private (May be at Risk of Saying too little)

Needs Privacy

Gives Depth to Life

I’s may Seem Withdrawn to E’s


An Extravert…

An Introvert…



  • Extraversion Needs Introversion for Balance

  • Introversion Needs Extraversion for Balance

  • In Our Lives and In Our Selves



  • Extraverts use Both E and I But they Prefer E

  • Introverts use Both E and I But they Prefer I

    How clear is your Preference?

Key words e i

















Key Words: E/I



Sensing intuition characteristics these are ways of taking in information

Sees Specific Parts And Pieces

Lives in the Present Enjoying What’s There

Prefers Handling Practical Matters

Likes Things That Are Definite, Measureable

Sees Patterns and Relationships

Lives Toward the Future, Anticipating What Might Be

Prefers Imaging Possibilities

Likes Opportunities for Being Inventive

Sensing/IntuitionCharacteristics(these are ways of taking in information)

A Sensor…

An Intuitor…

Sensing intuition characteristics these are ways of taking in information1

Starts at the Beginning Takes A Step At A Time

Works Hands On With The Parts to Understand the Overall Design

Enjoys Using And Refining the Known and Familiar

S’s may seem Materialistic and Literal Minded to Ns

Jumps in Anywhere, Leaps Over Steps

Studies The Overall Design to Understand How the Parts Fit Together

Enjoys Experimenting With The New and Different

N’s May Seem Fickle, Impractical Dreamers to S’s

Sensing/Intuition Characteristics(these are ways of taking in information)

A Sensor…

An Intuitor…



  • Sensing Needs Intuition for Balance

  • Intuition Needs Sensing for Balance

  • In Our Lives and In Our Selves



  • Sensing Types use Both S and N But they Prefer S

  • Intuitive Types use Both S and N But they Prefer N

    How clear is your Preference?

Some key words s n























Some Key Words: S/N



Thinking feeling characteristics these are ways we make decisions

Goes by Logic

Is Concerned with Principles Such as Truth and Justice

Sees Things As an On-Looker From Outside A Situation

Takes a Long Range View

Goes By Personal Conviction

Concerned with Values such as Relationships, Harmony

Sees Things As a Participant from Within a Situation

Take an Immediate and Personal View

Thinking/Feeling Characteristics(these are ways we make decisions)

A Thinker…

An Feeler…

Thinking feeling characteristics these are ways we make decisions1

Decides with their Head

Good at Analyzing Plans

Spontaneously Critiques

T’s May Seem Cold and Condescending to F’s

Spontaneously Appreciate

Decides with their Heart

Good at Understanding People

F’s May Seem Fuzzy-Minded and Emotional to T’s

Thinking/Feeling Characteristics(these are ways we make decisions)

A Thinker…

An Feeler…



  • Thinking Needs Feeling for Balance

  • Feeling Needs Thinking for Balance

  • In Our Lives and In Our Selves



  • Thinking Types use Both T and F But they Prefer T

  • Feeling Types use Both T and F But they Prefer F

    How clear is your Preference?

Some key words t f





















Some Key Words: T/F



Judgement perception characteristics life styles

Prefers An Organized Lifestyle

Likes Definite Order and Structure

Likes to Have Life Under Control

Enjoys Being Decisive

Prefers a Flexible Lifestyle

Likes Going with the Flow

Prefers to Experience Life As it Happens

Enjoys Being Curious… Discovering Surprises

Judgement/PerceptionCharacteristics(Life Styles)

A Judger…

A Perceiver…

Judgement perception characteristics life styles1

Likes Clear Limits and Categories

Feels Comfortable Establishing Closure

Handles Deadlines, Plans in Advance

J’s May Seem Demanding, Rigid, Uptight to P’s

Likes Freedom to Explore Without Limits

Feels Comfortable Maintaining Openness

Meets Deadlines By a Last Minute Rush

P’s May Seem Disorganized, Messy, Irresponsible to J’s

Judgement/PerceptionCharacteristics(Life Styles)

A Judger…

A Perceiver…



  • Judgment Needs Perception for Balance

  • Perception Needs Judgment for Balance

  • In Our Lives and In Our Selves



  • Judging Types use Both J and P But they Prefer J

  • Perceiving Types use Both J and P But they Prefer P

    How clear is your Preference?

Some key words j p





















Some Key Words: J/P



What is your myers briggs type

What is YOUR Myers Briggs Type ??

__ __ __ __ ???

How communication is effected by your myers briggs type

How Communication is Effected By Your Myers Briggs Type?

  • And Tips to Improve Communication .

Communication styles of e i

Arrive at their best solutions through discussion with others/need feedback

Move quickly in conversation from one topic to another

Speak up frequently

Want to include others in decision making

Not know what they think until they hear themselves say it…process information out loud

Like to be alone to think things through/get feedback in writing

Pause and collect their thoughts

Hesitate to speak up

Prefer to inform others of their decisions

Need time to ponder to know what they think?

Communication Styles of E/I



Pitfalls of communication e i

Misinterpret quiet approach as withholding information

Be surprised when colleague announces decision

Not read written feedback but think it means time to discuss

Not respond to need for privacy

Respond to withdrawal by increase contact

Push to make a decision before he/she has had time to think in depth

Feel overwhelmed with facts or possibilities

Assume everyone knows what you are thinking

Surprised when written communication begins discussion

Not respect need for contact

Respond to increased contact by withdrawing further

Resist attempts to hurry decision by not being available

Pitfalls of Communication: E/I



Communication styles of s n

Like evidence (facts, details) presented first

Like suggestions to be straightforward and feasible

Rely on direct experience to provide information

Like an orderly step by step approach to conversation and problems

Want practical and realistic applications/ it ain’t broke, don’t fix it

Refer to specific examples

Follow agenda

See solutions as needing to conform to existing constraints

Like global schemes with broad issues first

Want to consider future possibilities and challenges

Use insights and imagination as information

Rely on a roundabout approach in conversations and solutions

Like suggestions to be novel and unusual/ /think “out of the box”

Refer to general concepts

Agenda is starting point

See constraints as challenges to work around or even ignore

Communication Styles of S/N



Pitfalls of communication s n

Believe colleague is ignoring opportunities

Get caught up in generating possibilities

Irritate S’s by jumping around topic to topic

Believe S’s don’t want change or stuck in the past

Believe N’s are ignoring key facts

Immediately shoot down new ideas as unrealistic

Irritate N’s by repeating facts or instructions or talking slowly and carefully

View colleague as impractical

Ignore big picture while solving the immediate problem

Pitfalls of Communication: S/N



Communication styles of t f

Form opinions after a logical analysis of the problem

Strive to treat everyone fairly, which means equally

Strive to be objective

Be assertive and competitive so that the “best idea wins

Authority in how the decision will be implemented

Ask tough questions to uncover inconsistencies that must be resolved

How decisions affect the bottom line

Form opinions after considering their own or others values

Fairly means according to individual’s particular needs

Strive to understand issues from others perspective

Try to achieve consensus for “best” solution

Consider how to get buy in to implement decision

Ask gentle or clarifying question to see what matters to others.

Consider how decisions effect morale, commitment and enthusiasm

Communication Styles of T/F



Pitfalls of communication t f

Focus on the bottom line that ignore people

Fail to listen to others cause supporting own position

annoy others by trying to pin them down

Be aggressive in stating beliefs

Fail to appreciate colleague’s contribution

Ask question in ways that are perceived as attacks

View disagreements as illogical

Focus so much on harmony that miss the bottom line’s impact

Fail to present objective evidence

Annoy others by checking with others before deciding

Withhold info when questioned/become defensive

See colleague as unappreciative

Aren’t assertive in giving opinion

View disagreement as lack of loyalty

Pitfalls of Communication: T/F



Communication styles of j p

Comes to closure quickly and reluctant to change decisions

Dislikes surprises and wants advance warning

In meetings, focus on task completion

Want to agree on schedules, timelines and deadlines

Establish rules for who makes decisions

Wants to achieve results on one project and move on

Postpone decisions because of a search for options

Enjoys surprises and adapt to last minute changes

In meetings, focus on the process

Willing to discuss timetables but resist tight deadlines and unchangeable schedules/too much structure

Want autonomy and flexibility

Enjoy starting tasks and leaving them open for last minute changes

Communication Styles of J/P



Pitfalls of communication j p

Confuse the plan with the project

Premature closure and Unwilling to change decision

Dislike distractions when on a project

Plan the work and work the plan

Unwilling to set a plan

Massage a problem and generate new problems

Will jump from one project to another

Design the plan but may not follow through to closure

Reconsider decisions over and over

Pitfalls of Communication: J/P



Team tips for e i respect and draw on each other

Try not to be redundant

Control your tendency to blurt out whatever comes to mind…1 item at a time

Frequent check ins with I’s

Take time to Stop, look and listen

Don’t assume if paused they have finished

If need feedback from I, alert them in advance so can process

What you may consider meaningless may be crucial to someone else

Share ideas as they come to your head…

Don’t hold others to the 1st words they say..may be processing

Break into conversations

Agree on what needs to be in writing and what can be discussed

Team Tips for E/IRespect and Draw on Each Other



Collaboration at its best e i

Collaboration at its best: E/I

  • E’s can get I’s moving; I’s can help E’s prevent fatal error by moving too quickly

  • E’s can break the ice; I’s can complete the sculpture

  • E’s can present the argument; I’s can craft it

Team tips for s n respect and draw on each other

Question…it ain’t broke since there may be broad implications and they may not see the part that is broke.

Identify which facts can be used to help make new ideas more feasible

Rank possible solutions based on cost and benefits

Assemble relevant examples…. rather than relying on generalizations when drawing conclusions

Identify what impact new ideas will have on day to day operations

Identify how new ideas may need to be modified to be achievable

Team Tips for S/NRespect and Draw on Each Other



Collaboration at its best s n

Collaboration at its best: S/N

  • S’s can help N’s avert a fatal flaw without all the information; N’s can help S’s see the possibilities where there is incomplete information

  • S’s can help fix today’s problems; N’s can see tomorrow’s trends

  • S’s can help you learn from the past; N’s can help see the future

  • S’s can help define the “how” aspects, N’s help identify the “why” aspects

Team tips for t f respect and draw on each other

Communicate with words that have the desired impact

Don’t respond when you’re feeling hard nosed and critical

Prepare first by listing all the things the person did well

Listen to the person’s feelings and show you understand by using similar experiences

Recognize that some may want support not analysis of a concern

Agree on a goal that will satify the bottom line and the needs of others

T’s recognize that F’s may take criticism personally

Give feedback in ways T’s understand …logically and with enthusiasm

Don’t respond when your feelings are strong

Listen to the T’s side and communicate your understanding of their logic

Explain your feelings in objective terms and show the logic of them

Suggest alternatives that can be made into a matter of policy

Encourage F’s how to better handle what they perceive as criticism

Team Tips for T/FRespect and Draw on Each Other



Collaboration at its best t f

Collaboration at its best: T/F

  • T’s and F’s need a language to bridge the gulf

  • T’s “care” in ways that are misunderstood by F’s because a different language and words and meanings are being used

  • T’s can “care” and F’s can “think” and we need to work together to see it in the other

Team tips j p respect and draw on each other

Encourage J’s not to be too structured, or too controlling

Show J’s the possible consequences or rushing to judgement too quickly and the value of process vs outcome

Allow people to work in their own ways while still holding them accountable for the final product

Seek feedback on feasibility of timelines

Encourage P’s to see the priorities for J’s and importance of meeting them

Encourage P’s to guard against unfinished work esp. if it effects others

Help P’s convey a sense of order to J’s to minimize their discomfort.

Plan for a period of brainstorming and let the process emerge

Team Tips: J/PRespect and Draw on Each Other



Collaboration at its best j p

Collaboration at its best: J/P

  • J’s can help plan; P’s can help J’s adapt when the plan runs into unexpected problems

  • J’s help P’s avoid the stagnation of unfinished business

  • P’s help J’s react quickly when a truly better opportunity presents itself

  • Login