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Basic Characteristics of People. Definitions and sources Ways of looking at personality MBTI Big 5 Locus of control Machiavellianism Self-esteem and self-efficacy Risk taking. Relatively Stable. Felt vs . Displayed. Definitions. - PowerPoint PPT Presentation
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Basic Characteristics of People Definitions and sources Ways of looking at personality
MBTI Big 5 Locus of control Machiavellianism Self-esteem and self-efficacy Risk taking
Definitions Personality: “The sum total of
ways in which an individual reacts and interacts with others”
Afffect: “A broad range of feelings that people experience”
Emotion: “Intense feelings that are directed at someone or something”
Moods: “Feelings that tend to be less intense than emotions”
Felt vs.Displayed
RelativelyStable
What is the MBTI ? A personality inventory that assesses normal
psychological functioning A tool to help people in organizations: The MBTI measures 4 scales:
SCALE REFERS TO KEY
ACTIVITY Extraversion-Introversion How a person is
energized Energizing
Sensing-INtuition What a person pays attention to Attending
Thinking-Feeling How a person decides Deciding
Judgement-Perception Life style a person adopts Living
Basic Principles Individuals possess unique and different
styles for the way they are energized, prefer to perceive their environments, make decisions, and how they live their lives
These different styles can be categorized into 16 basic styles or psychological types
Each type represents a set of strengths and weaknesses (situationally defined)
Each type needs its opposite
Extraversion and IntroversionE I
Energy Outward to people and things Inward to concepts and ideas Express emotions Bottle up emotions
Focus Variety, action, achievement Understanding, reflection,
invention Change world Understand world
Attitude Relaxed and confident Reserved and questioning Understandable, accessible Subtle and impenetrable
Work Environment Varied and action-oriented Quiet and concentration People Alone Breadth Depth
Conflicts May be seen as shallow and pushy to I’s
May be seen as egocentric and passive by E’s
Extroverts in General Are interested in the world of other
people and events Like to influence others and are easily
influenced Are joiners — enjoy lots of activity and
noise — go along with the crowd Are concerned about the image they
project to others — others' judgments are important.
Extroverts at Work Like variety and action — they are
impatient with long, slow jobs Act quickly, sometimes without thinking Find phone calls a welcome distraction Develop ideas by discussion.
Extroverts and Communications Prefer face-to-face communications Seek opportunities to communicate in
groups Communicate energy and enthusiasm
— quickly, without long pauses to think Focus of talk is on people and things in
the external environment In meetings, like talking before moving
to conclusions.
Extroverts - Recap Do — think — do Blurt it out External Involved with people and things Outside thrust Interaction and action
Introverts in General Are interested in what is happening inside
their head — understanding their inner world of thoughts, ideas, and reflections
Often feel lost and lonely in large crowds Don't trust others and are inhibited around
most people Are not easily influenced by other people.
Introverts at Work Like to work alone, to work with ideas, and
will work well on one project for long periods of time
Don't like to be interrupted when working and when working, find phone calls intrusive
Like quiet so they can concentrate Like to think before acting; sometimes,don't
act Develop ideas by reflection.
Introverts and Communications Prefer written over face-to-face
communication Keep energy and enthusiasm inside — hard
to read Think before responding and need to be
drawn out Seek opportunities to communicate one-on-
one In meetings, verbalize well thought out ideas.
Introverts - Recap Think - do - think Internal Keep it in Depth Work with ideas and thoughts Concentration, reflection
Sensing and INtuitionS N
Perception Five senses (experience) Sixth Sense (possibilities)
Focus Details Patterns Practical Innovative Present enjoyment Future achievement Results Expectation
Orientation Live life as it is Change and rearrange life
Work Environment Have a schedule Have a dream Patient with details Patient with complexity Detail-oriented Looks at big picture
Conflicts May be seen as frivolous and myopic by N’s
May be seen as impractical and lacking in persistence by S’s
Sensing in General Take in information by using their five
senses Are mostly concerned with the present Are interested in practical matters Don't trust hunches.
Sensing at Work Seldom make errors of fact Work steadily Like things to be orderly, precise and clear Like using experience, developed skills, and
standard ways to solve problems May distrust and ignore their inspirations Like to present details of their work first Prefer continuation of "what is", with fine
tuning.
Sensing and Communications Like evidence, facts, details presented
first Want to see practical realistic
applications Use orderly, step-by-step approach in
presentations In meetings, follow the agenda.
Sensing - Recap The five senses Practical Present-oriented Fact, detail oriented Uses established skills Utility, step-by-step
Intuitives in General Take in information through a "sixth
sense" Are interested in the possibilities, in
what "might be" Are always looking ahead to the next
idea Often come up with hunches "out of the
blue" and easily follow their hunches — good or bad.
Intuitives at Work Like solving new and complex problems Like to do things with an innovative bent Often make errors of fact and are
impatient with details Prefer change — sometimes radical —
to continuation of "what is" Enjoy learning a new skill more than
using it.
Intuitives and Communications Global schemes, with broad issues presented
first Want possible future challenges discussed
first Rely on insights and imagination to provoke
discussion Like suggestions to be novel and unusual Bypass agenda in meetings Refer to general concepts.
Thinking and FeelingT F
Mode of Judgement Head True / False
Focus Logic of a situation Human values and needs Things People Truth Tact Principles Harmony
Work Environment Task oriented Relationship oriented Brief and Businesslike Naturally friendly Treats others fairly Treats others as they need to be
treated
Conflicts May seem cold, impersonal, and heartless to F’s
May seem flighty, emotional, and unreliable to T’s
Thinking in General Make decisions in a logical, fact-driven
way Often hurt people's feelings without
knowing it Organize and structure information to
help in decisions.
Thinking At Work Find it easy to be firm-minded and give
necessary criticism Can work in situations where people do
not get along well Like logical analysis to reach conclusions Decide impersonally, without sufficient
attention to people's wishes Look at principles involved in a situation.
Thinking and Communications Like to be brief and concise when they talk to
others Are persuaded by cool, impersonal reasoning Wants pros and cons of each alternative to
be listed Can be intellectually critical and objective Present goals and objectives first In a meeting, seek involvement with tasks.
Thinking - Recap Head, not heart Logical Objective Justice Critique Reason Principles Firm, but fair
Feeling in General Make decisions in a personal, value-
driven way Heart over head Concern for others.
Feeling at Work Work best in situations where people
get along well Avoid telling people unpleasant things Enjoy pleasing people, even in
unimportant things Let decisions be influenced by own and
others' likes and dislikes Look at underlying values in a situation.
Feeling and Communication Are sympathetic Like to be sociable and friendly when they
talk to others Are persuaded by enthusiasm and personal
information Present points of agreement first In meetings, seek involvement with people Can be interpersonally appreciative.
Feeling - Recap Heart, not head Values oriented Subjective Mercy Compliment Empathy Harmony Compassionate
Judging and PerceptiveJ P
Life Style Regimented Spontaneous Mechanistic Organic Performance-oriented Problem-solving
Attitude Decisive Curious Purposeful Adaptable “Order is Heaven’s First Law” “Don’t Fence Me In”
Conflicts May seem regimented and opinionated to P’s
May be seen as aimless drifters to J’s
Judging in General Like to have a planned and organized
life Like to plan their work and work the
plan Like to get things settled and finished Make decisions quickly
Judging at Work Set tight deadlines Don't like surprises; like planned activities Seek structure and schedules Tend to be satisfied once they reach a
decision on a thing, situation, or person May not notice new things that need to be
done Sometimes resistant to change
Judging and Communications State priorities and decisions clearly Talk of purpose and direction,
schedules and timetables In meetings, focus on task at hand Want advance warning
Perceptive in General Like to live a spontaneous and flexible
life Feel closed-in by routines and
schedules Adapt well to change.
Perceptive at Work Like to leave things hanging in case last
minute changes are needed Often second guess their decisions Postpone making decisions and unpleasant
tasks that need doing Enjoy flexibility in their work Tend to be curious and welcome new light on
a thing, situation, or person Feel restricted without change.
Perceptive and Communications Will discuss schedules, but uncomfortable
with tight deadlines Enjoy surprises and adapting to last minute
change Expect others to adapt to situational
requirements Communicate options and opportunities Talk of customizing and flexibility In meetings, focus on the process to be
appreciated.
Perceptive - Recap Spontaneous Go with the flow Adapt Gather information Let life happen Flexible Tentative Open
This Semester
ISTJ 1
ISFJ 1
INFJ INTJ 1
ISTP
ISFP INFP
INTP
ESTP 1
ESFP
ENFP 1
ENTP 1
ESTJ 1
ESFJ 1
ENFJ 1
ENTJ
Problem Solving Model
SENSING(facts)
INTUITION(possibilities)
FEELING(impact on people)
THINKING(consequences)
Sensing and Intuition Sensing
What are the facts? What exactly is the situation? What has been done? What am I and others doing? How would an outsider look at this situation?
Intuition What are the possibilities? What other ways are there for solving this problem? What do the data imply? What are the implications beyond the facts? What is this problem analogous to?
Thinking and Feeling Thinking
What are the pros and cons of each possibility? What are the logical consequences of each possibility? What is the cost of each? What are the pleasant and unpleasant outcomes of each? What is the consequence of not acting?
Feeling How much do I care about what I gain or lose in each
alternative? What are the values involved for each possibility? How will the people concerned react to the outcome? Who is committed to carry out the solution? Will the outcome contribute to individual or group harmony?
Individual Differences - Big 5 Extroversion (ambition, sociability)
Sociable, assertive, talkative, active Emotional stability
Emotional, nervous, insecure, excitable Agreeableness
Courteous, flexible, trusting, good-natured, cooperative Conscientiousness
Responsible, organized, planful, persevering, willing to achieve
Openness to Experience Imaginative, curious,original, broad minded
Locus of Control Internal: Belief that you control your own
destiny External: Outside forces (luck, chance)
control what happens Results?
Externals less satisfied with jobs, less involved with work
Internals tend to do better on jobs requiring initiative and independent action
Machiavellianism The degree to which an individual is
pragmatic, maintains emotional distance, and believes that the ends justify the means
Good or bad? Depends on the requirements of the situation
Machiavelli and His Words
…the gulf between how one should live and how one does live is so wide that a man who neglects what is actually done for what should be done learns the way to self-destruction rather than self-preservation
Self-Esteem and Self-Efficacy A person’s degree of linking for him or
herself; positive self-image Levels of self-esteem
Global self-esteem Situational self-esteem Organization-based self esteem (OBSE) Self-efficacy: the belief that one can
perform a specific task
Risk What it involves
How long it takes to make a decision How much information you gather before making a
decision A basic personality variable: risk propensity Good or bad? Depends on the
circumstances Moderate levels of risk propensity are
associated with high need for achievement
Risk Taking Actual risk taking depends on
Individual level of risk propensity Situation
Different situations Most folks tend to avoid risks when looking at
possible gains Conversely, people take more risks when looking
at losses Escalating commitment, or throwing good
money after bad
Other Related Personality Variables Sensing / Intuition (MBTI)
Sensing = look at facts Intuition = look at possibilities
Openness to Experience (Big 5) Imaginative, curious,original, broad minded
Locus of Control Internal: Belief that you control your own destiny External: Outside forces (luck, chance) control what
happens Self-Efficacy
Self-efficacy: the belief that one can perform a specific task
Collective Emotion:The Madness of Crowds Collective behavior:
Shared beliefs Shared emotions Shared motivations
Mass hysteria, “madness of crowds” A baseless belief that spreads rapidly and widely, then dies
down just as quickly Often accompanied by irrational behavior
Examples Salem witchcraft trials Dutch tulip frenzy dot com