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:

 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?

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

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.

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.

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.

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.

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 

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

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 

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 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: