Type and Decision Making

This month’s type topic is about leveraging the MBTI® to improve your decision making style.  Many of you may be familiar with the type decision making model (also known as the zig-zag model or Z-model).  CPP’s newest book, Introduction to Type and Decision Making by Katherine and Elizabeth Hirsh expands on this popular and easy to use model.  The book reviews 5 core decision making processes from a type lens:

1. Approaching a decision-making opportunity
2. Generating decision options
3. Committing to a decision option
4. Implementing a decision
5. Reflecting on a decision

Below is a summary of how each type prefers to implement a decision:

Extraverts typically will -         Feel comfortable taking a visible role -         Prepared to alter a decision to meet external demands -         Delegate liberally	Introverts typically will -         Feel comfortable working behind the scenes -         Be reluctant to alter a decision to meet external demands -         Delegate sparingly
Sensing types will typically -         Focus on attaining tangible goals -         What to have or follow precise instructions -         Feel motivated by connecting current actions to immediate benefits	iNtuitive types will typically -         Focus on attaining conceptual goals -         Want to have or follow general guidelines -         Feel motivated by connecting current actions to future possibilities
Thinking types typically will: -         See efficiency first -         Support the decision maker by supporting the decision making process -         Be tough when necessary to keep things on track	Feeling types typically will -         Seek cooperation first -         Support the decision making process by supporting the decision maker -         Be encouraging when necessary to keep things on track
Judging types will typically -         Establish time frames and identify milestones -         Expect to follow through and stick to the plan -         Minimize the interruptions and diversions in the interest of achieving the outcome	Perceiving types will typically -         Introduce broad parameters and suggest optimal outcomes -         Expect to adapt and make adjustments to the plan -         Respond to interruptions and diversions in the interest of enriching the outcome

 I was laughing as I pulled this list together.  I am in the process of a major life decision and I have found myself delegating liberally, connecting current actions to future possibilities, encouraging others to see opportunities and making adjustments to my plan constantly.  There is no denying that I am an ENFP.  Do any of these examples relate to your personal style?

MBTI® Type and Change

It is nearly impossible to meet all of the differing (and sometimes contradicting) needs during a period of organizational change.  However if you can understand how different types experience transition and cater to these different types within your organization, then you will be one step closer to making change exciting and positive!

Below are a few insights pulled from the book, Introduction to Type^® and Change that will help you understand more about the 4 dichotomies and their varying reactions to change:

Extraversion/Introversion: During times of change, those who prefer Extraversion will want to hear and talk about the upcoming change so they can externally process their thoughts and feelings. In contrast, people who prefer Introversion will want time to reflect and may need some time alone to process the upcoming change internally.

Sensing/Intuition: When confronted with change, Sensing types will appreciate hearing the specific and realistic data that shows why changes must be made, as well as details about how things will change and what will be expected of them. Those with a preference for Intuition will be more concerned with whether the changes fit with their ideas about the future of the organization, and how the big picture will be affected.  They often will want to know why the change is happening in the first place.

Thinking/Feeling: To process change, Thinking types need logical explanations for the change, as well as evidence that the leadership is competent, and that the change is fair and objective. The Feeling types will be more likely to focus on how the people will be affected, and will want to see that leadership is concerned and compassionate, and that all involved parties are supported.

Judgment/Perceiving: Those who prefer Judging will want plans, schedules, and time frames for changes that management should be held accountable to. This helps them know there is an end point, and that stability will return eventually. Perceivers want flexibility in the plans, schedules, and time frames so that they have room to respond to new information, make midcourse corrections, and use their resourcefulness.

Understanding how different types perceive change is paramount to providing support and guidance to yourself and your team during transition. If you would like a deeper look at how the combinations of preference reveal employee patterns during times of change, check out Introduction to Type^® and Change. This book will help you orchestrate positive organizational change by teaching you to:

-          More fully understand your own reactions to change

-          Recognize how change will impact the people that make up your work groups and organizations

-          Stimulate organization-wide appreciation for differences during transition

-          Develop organizational transitions that flow smoothly and are positively received

MBTI Type and Project Management

CPP released a new book in our Introduction to Type series this week, Introduction to Type and Project Management.  This book uses the MBTI® framework to discuss the key components of project management:

-        mission and scope

-        schedule and cost

-        external stakeholders

-        project team

-        deliverables

-        project outcomes  

It is an ideal resource for a project team that wants to discuss their possible strengths and blind spots as well as suggestions to support their success based on the team’s type.

Practical tips to improve Manager/Employee communication styles leveraging the MBTI

Many of my clients utilize the MBTI® to coach managers on how to communicate more effectively with their employees.  They have shared that their biggest challenge is providing useful tips that the managers can easily integrate into their day-to-day interactions with their employees. To address this challenge, I have created the table below which lists potential challenges or conflicts for individuals that have different personality preferences.  I also included suggested techniques that managers can try when communicating with individuals who have a different personality preference.

 

Employee who prefers…	Struggles with a manager who…	When communicating with an employee with this style…
Extraversion (E)	Communicates primarily through emails. Does not make time to talk with the employee.	Allot time to discuss the employee’s concerns and ideas. Solicit the employee’s input. Recognize them verbally for a job well done. Involve the employee in a variety of activities/projects. Schedule brainstorming and collaboration into team meetings.
Introversion (I)	Wants to talk out all aspects of problems and interrupts private time when the employee is getting the real work done.	Let the employee speak first.  Actively listen to what they are saying (rather than focusing on what you will say next). Slow down your actions (stop and think before you act). Allow time and space for employee to do his/her best work. Provide information prior to a meeting so that he/she can formulate ideas.
Sensing (S)	Doesn’t state expectations or goals clearly. Doesn’t articulate how their vision specifically relates to the employee. Implements new ideas without regards to what has worked well in the past.	Share direct and specific examples to illustrate the vision that you have (step by step). Be careful to not implement unnecessary changes. Recognize the employee’s experience. Honor traditions of the team.
Intuition (N)	Immediately points out why new ideas won’t work. Are too specific and make the employee feel “micromanaged”. Does not allow the employee the freedom to figure out the approach on their own.	Provide the employee the data that you have and ask for insights on what it could mean. Discuss why you are implementing a change. Discuss challenges with the employee and ask for input on new possibilities. Allow them autonomy in how to pursue projects.
Thinking	Appear inconsistent or illogical. Express emotion in the workplace.	Apply the same principles/rules to all employees. Be direct and simple when providing feedback. Hold firm to decisions that are made. Be concise when leaving voicemails or sending emails. Discuss the “pros and cons” and “if we do this…then…will happen”.
Feeling	Managers who appear cold or detached. Managers who do not make accommodations for employees who may have a unique situation.	Treat each employee as a unique individual whose special concerns must be taken into account. Prefer to be recognized for accomplishments throughout a project. Share with the employee who the key stakeholders are and who else has been included in the decision making process. Go beyond work conversations to share personal facts and insights to the employee.
Judging	Delay decisions. Change deadlines and then expects everyone to rush at the last minute to complete the project. Does not provide a structure to work within.	Set deadlines and stick to the timeframe. Follow through with work. Allow plenty of time to produce high quality work. Keep surprises to a minimum. Reduce the options provided to the team.
Perceiving	Provides tight schedules and constantly monitors progress.	Enable employee to work at their own pace and in their own way to complete a project. Be tolerant of interruptions to the work day. Provide contingencies to the planned processes. Allow flexibility in the work schedule if possible.

 

Recommended resources for more information

Hammer, A. L. (2003). Type and Retention. Palo Alto, CA: CPP, Inc.

Hirsch, S.K., & Kise, J.A. G. (2000). Introduction to Type and Coaching. Palo Alto, CA: CPP, Inc.

 

 

MBTI – Form M, Step I, Form Q, Step II – what’s the difference?

You most likely have heard about the MBTI® Form M, Form Q, Step I and Step II. In the United States we refer to these assessments interchangeably however, they are very different. 

 What is the difference?

MBTI® Form M is the basic MBTI® form used in the United States.  Form M consists of 93 items and provides an individual with their whole type (ESTP, INFP, etc.).   Scoring is based on Item Response Theory.  The scoring is presented as a preference clarity index from 0-30 for each dichotomy.  The MBTI® Form M is based on a US normative sample.  The MBTI® Form M is available in US English, North American Spanish and French Canadian.

MBTI® Form Q is sometimes referred to as the long version or Step II of the MBTI®.  Form Q consists of 144 items and provides an individual with their whole type plus 20 facets (subscales).  The facets describe a preferred behavior of an individual and demonstrate how an individual is unique in his/her preferred style.  The whole type is based on the Form M and the facets are scored based on Item Response Theory.  The facets are scored on a scale of 1-5 with 0 being the center point.  The MBTI® Form Q is based on a US normative sample.  The MBTI® Form Q is available in US English and French Canadian.

Important note: The first 93 questions of Form Q are the same as the Form M assessment.  If you think you may use the Form Q with any of your clients then, have them all take the Form Q in SkillsOne.  With SkillsOne, you only pay for the reports that you print and not the assessment questionnaire. This approach saves you and your clients’ time in administering the assessment if you plan on using Form Q in the future with them.

MBTI® Step I is the European form of the basic MBTI®.  The Step I consists of 88 items and provides the client with the whole type (ESTP, INFP, etc.)  It is the UK version of the basic MBTI® assessment. Step I uses “Prediction Ratio” to score the items.  The scoring system is based on a scale of 0-60.  The MBTI® Step I is based on a UK normative sample.  The MBTI® Step I instrument and report is currently available in UK English, Danish, Dutch, French, German and Swedish.  It is available in instrument form only in Italian, Norwegian and Spanish.  This assessment is available through OPP for European customers or through CPP scoring services for US customers.

MBTI® Step II is the European expanded form.  The European Step II consists of 166 items and provides the client with the whole type and 20 facets (subscales).  The facets are scored by Item Response Theory and they whole type is based on the Step I.  The scoring for the facets is based on a scale of 1-5 with 0 being the center point.  The MBTI® Step II is based on a Pan-European normative sample.  The MBTI® Step II instrument and report is currently available in UK English, Danish, Dutch, French, German and Swedish.  It is available in instrument form only in Italian, Norwegian and Spanish.  The reports look similar to the US versions but may vary in length due to the translations. This assessment is available through OPP for European customers or through CPP scoring services for US customers.

MBTI CPP ICON Success Community

Have you heard about the new on-line MBTI Community called CPP ICON Success? This site was primarily designed for independent consultants who administer the MBTI with their clients.  However it is a great resource and networking site for any MBTI practitioner.   The on-line site has information such as:

•  Case studies organized by industry
• White papers on a variety of assessments
• Rewards for sending referrals for CPP’s in-house MBTI qualification program.
• A blog focused on building your business and your practice
• Brainstorming and community forums on many different topics 

It is free to join: www.cpp.com/ICONSuccess

Applying the MBTI Jungian Functions for Career Decision Making

The Jungian Functions model of MBTI® interpretation explores the two mental functions dichotomies (Sensing-Intuition and Thinking-Feeling).   It focuses on the differences between the extraverted and introverted expression of each preference.  This approach allows for a deeper, more dynamic application of MBTI® results. 

Introduction to Type and the 8 Jungian functions focuses on using the Jungian functions as a model for interpreting and applying the MBTI®.  The functions are:

Extroverted Sensing (SE), Introverted Sensing (SI), Extraverted Intuition (NE), Introverted Intuition (NI), Extraverted Thinking (TE), Introverted Thinking (TI), Extraverted Feeling (FE), and Introverted Feeling (FI).

Type theory tells us that we prefer to use our dominant and auxiliary preferences to live our daily lives.  We use our less preferred preferences on an as-needed basis.   To grow as individuals, it is important to stretch beyond our comfort zone of our preferred functions to assume the challenge of developing the other functions.   I have summarized a few questions to demonstrate how to apply the Jungian Functions to career decision making.  Participating in a formal career counseling process that acknowledges all the functions can help ensure that all the tasks necessary for optimal decision making are addressed.

Extraverted Sensing (SE) – focus on concrete data in the here and now

• What do you like or dislike about your current role?

• What are your current skills, knowledge and abilities?

Introverted Sensing – focus on concrete data in the past

• What did you like or dislike about past jobs? 

• What skills have you successfully used in the past?

Extraverted Intuition – focus on new possibilities

• If you had no constraints, what would you do with your life?

• What are some careers that you have never thought of before that might interest you?

Introverted intuition – focus on connections and meanings

• Where you want to see your self in 1 year or two? 

• What type of position would have meaning for you?

Extraverted Thinking – focus on objective external strategies

• Make a list of the pros and cons of career alternatives

• Evaluate the consequences of each alternative

Introverted Thinking – focus on a plan of action

• Develop a plan of action for your career search

• Critique the career process you are using

Extraverted Feeling – focus on cultural values that are personal to you

• What is important to your family and close friends?

• Do the values of this organization fit with yours?

Introverted Feeling – focus on personal values

• What is important to you in your career?

• What do you value in a career?

Type development is a life long journey.  Enjoy your journey.  Additional resources:

Introduction to Type and the 8 Jungian functions

Introduction to Type in Careers

Introduction to Type dynamics and development

New and Improved MBTI Qualification program is now available!

Does your organization have a group of individuals who are interested in becoming qualified to use the MBTI®?  CPP (the publisher of the MBTI®) is pleased to announce a new and improved MBTI qualifications program.  CPP’s four-day MBTI® Qualifications Program teaches you how to professionally and ethically administer and interpret the MBTI instrument. This workshop provides instruction of type theory and key MBTI applications such as team building and leadership development. Upon successful completion of the course, you will receive an MBTI®Step I Qualification Certificate and an MBTI®Step II Certificate of Completion. With these designations, you will be eligible to purchase and use all the MBTI assessments and reports.

 What is different about this program?

• 4 Day program includes MBTI® Step I Qualification and MBTI® Step II Certificate of Completion
• Qualification exam has been replaced with shorter daily quizzes
• Only 10 hours of pre-work vs. 25-40 hoursof pre-work for other programs
• Program emphasizes the application of the MBTI® for team building, leadership and coaching and less emphasis on statistics
• Program has been successfully piloted internationally in Australia, Singapore, India, Dubai and the United States 

If you have a group of individuals who are interested in becoming qualified, please contact hishikawa@cpp.com. 

More information: MBTI Qualification information 

Could the personality of HR Executives impact their ability to communicate with the C-Suite?

HR Executive magazine recently printed an interesting article by Scott Flander that examines the personality of C-suite executives.  The data suggests that there are personality differences between HR professionals and other senior executives (operations, sales, finance, IT).  The article includes data from several assessments, including the  Myers-Briggs Type Indicator® (MBTI®), CPI 260® and TKI).   Check out the article here online at: http://www.hreonline.com/HRE/story.jsp?storyId=69922851

I am curious about what others think about this?

MBTI, Myers-Briggs Type Indicator, Myers-Briggs, the MBTI logo and Introduction to Type are registered trademarks of the Myers-Briggs Type Indicator Trust. Strong Interest Inventory, FIRO-B, SkillsOne, and Davies-Black are registered trademarks, and CPI 260, CPI, California Psychological Inventory, the CPP logo, the FIRO-B logo and the CPI 260 logo are trademarks of CPP, Inc.

MBTI II Teambuilding Workshop in Southern California 3/4/08 Space is limited!

MBTI II Teambuilding Workshop March 4, 2008 in Irvine, CA

Workshop Overview:

This workshop provides the tools necessary to conduct an effective introductory MBTI®. Step II program in your organization, and covers team learning activities and Step II session guidelines.  Participants must be qualified to administer the MBTI®.   As an MBTI® practitioner, you will appreciate the deeper, richer understanding of personality and the multiplicity of individual variations within type preferences provided by Step II. Now you can apply those valuable Step II insights to team development. Step II enables leaders and team members to learn one another’s styles quickly, thus providing a neutral vocabulary with which to discuss communication, problem solving, conflict, and other realms of team work.  

Program Highlights:
Our Training Workshop:

• Reviews guidelines for introducing Step II results to workshop participants
• Outlines the application of Step II results in teams
• Discovers how to explore the MBTI®facets within teams
• Assists participants with identifying their own and their team’s decision making style
• Improves communication in teams
• Identifies conflict styles
• Assists participants in discovering ways they can adjust to change
• Illustrates how to use a comprehensive set of workshop materials including exercises, reproducible masters, handouts, and sample agendas
• Uses a variety of learning methods including interactive exercises, group work, and practice sessions

 Prerequisites:

• MBTI® Qualification
• Working with MBTI® Step II Results Facilitator Guide*
• MBTI® Step II Interpretive Report –Form Q*

* If you do not currently own a copy of these materials, please contact CPP Customer Relations at 800-624-1765 to purchase them prior to the workshop.

Cost: Price of materials only.   

Details: Tuesday, March 4, 2008

Time: 9:00 AM-4:00 PM

Washington Mutual Irvine Learning Center

FOR MORE INFORMATION AND TO REGISTER, EMAIL pvalencia@cpp.com with your name by February 29! HURRY –SPACE IS LIMITED 

MBTI, Myers-Briggs Type Indicator, Myers-Briggs, and the MBTI logo are registered trademarks of the Myers-Briggs Type Indicator Trust. The CPP logo is a registered trademark of CPP, Inc.