MBTI Wide scale use workshop (J Milsom)

Jackie Milsom

Who are you?

• MBTI Practitioners?

• Familiar with MBTI?

• Newcomers to MBTI?

Why I love using MBTI….

• Helps people understand themselves

• Helps people to understand differences

• Helps individuals with personal growth

• Helps Teams perform better and be

happier.

• Gives me opportunities to work with

different organisations and people

SCAS

Power Users? What Us?

How it began….

And then there were 6…

OJ!

Knowing others is intelligence

Knowing yourself is true wisdom

Lao Tzu

Working with Individuals

• MBTI Step 1 Best Fit

– For self development, enhancing self awareness

– As a part of a leadership development programme

• MBTI Step 2

– Deeper understanding of type

– Resolves some preference “confusion”

– Identifies “Out of Preference” facets.

Coaching

360

7 Habits

Working with Teams…..

Contracted with team leader about the aim.

Common aims:

• Improve understanding of each other

• Build and improve relationships

• Reduce conflict

• Improve working with other teams

• Improve communication

What happened…..

• People had fun

• It made sense

• Gave people a common language

• It helped

• They told other people….

• It grew and evolved

MBTI and Culture

• Ran live group organisational

assessment

• 50 senior managers

• Questions from “Character of

Organisations”

• Split questions between tables

• Tables answered thro

consensus

• Scored live and reported back.

Organisational Culture Index

Introverted Takes cues and draws power from within

Sensing

Concerns itself with actualities, attends to details

Thinking

Depends on impersonal procedures and principles

Judging

likes things spelled out and definite, seeks closure

Organisational Type - SCAS

At its Best At its Worst

Consistent Insular and inwardly focussed.

Siloed.

Logical Difficult to change (likes to preserve

and protect).

Realistic, rooted in facts about

the present

Rigid and highly prescriptive

Organises and plans and doesn’t

spin off into wildly risky ventures

Slow to spot trends and denial that

change is needed.

Delivers efficiently and on time. Distrusts dissent and different

perspectives. Takes its own

collective wisdom too seriously.

Continuously improves Change is a path to yesterday. No

paradigm shifts

Organisational Life Cycle

• 1. The Dream IN_P

• 2. The Venture E__J

• 3. Getting Organised IS_J

• 4. Making It EN_F

• 5. Becoming an Institution ISTJ

• 6. Closing in… deepening of 5

• 7. Death… Replaced by new extraverted ventures based on intuitive dreams

Execs x 2

• Team MBTI.

• Second event linking MBTI with 360.

• Considered MBTI types (ENTP) and Strategy.

• Knowledge of “Organisation type” (ISTJ) and many individuals helped with this discussion.

• Follow up events – MBTI and possibly a “System Event”

Other exciting MBTI stuff….

• Taking part in the MBTI COP

• Worked with Lorna and Alison Drage

with huge group of Dental staff

• Worked with Ali Jennings to deliver

big diagnostic at Salisbury Hospital

• Ali working with me on system Exec

team work

Parting thoughts….

• We have been successful because we have

allowed a “pull” rather than “push approach.

• We have taken opportunities to weave MBTI into

everything you do – this feeds peoples curiosity

and engenders insightful conversations.

• We try to take part in the COP – you will learn so

much from colleagues and they form a rich pool

of support when you might want to do something

a bit scary!