Week 2 presentation

MBTI & Careers

Personality and Identity

Week 2Personal StyleSeptember 13, 2011

Objectives

Understand the social factors in identity development and recognition.

Understand how social psychology impacts team interactions.

Discuss personality 'branding'

Gain insight into your personal style as well as the styles of others

What is a personality?

What is the difference between those two definitions?

The combination of characteristics or qualities that form an individual's distinctive character.

Qualities that make someone interesting or popular.

What is social psychology?

A discipline that seeks "to understand and explain how the thought, feeling and behavior of individuals are influenced by the actual, imagined or implied presence of other human beings". ~ Gordon Allport (1985)

The branch of psychology that deals with social interactions.

Main lines of inquiry:

How do people come to be who they are?

How do people think about, influence, and relate to one another?

Why?

By exploring forces within the person (such as traits, attitudes, and goals) as well as forces within the situation (such as social norms and incentives), personality and social psychologists learn what human factors go into prejudice, romantic attraction, persuasion, friendship, helping, aggression, conformity, and group interaction. Personality psychology has traditionally focused on aspects of the individual, and social psychology on aspects of the situation. In fact, the two are tightly interwoven in psychological explanations of human behavior.

More info: http://www.spsp.org/?page=Whatis

Why at work?

End of assembly-line workplaces

Teams are made up of people with a sense of self, but that self is produced in the context of the group.

Social psychology makes relational power dynamics more transparent.

Understanding power as it relates to personality helps you be a better team member and an even better manager.

More info: http://www.spsp.org/?page=Whatis

If sound works...

The Jerry reel:

http://www.youtube.com/watch?v=akvPTfDo-LU

We are who we say we are.

But...

We are also:

Who our parents think we are
Who our friends want us to be
Who our job requires us to be
Who we wish to be for our spouse

This is represented by the following schema:

Cognition self-knowledge

what do I know about me?RecognitionIdentity confirmation

He/She is..

MY SELFClaimsIdentity production

I like/do/prefer/am...

This model can be uncomfortable because:

Contingent
Life events, circumstance, environmental factors
Powerful
External factors impact who we believe we are
Changeable
Because life is full of change, so are people

However it is also exciting because:

Flexible
Discard 'types' in favor of context and evidence.
Pluralistic
Room for many kinds of people, and social groupings.
Evolving
Understanding of personality changes with norms.

Although not as popular in management theory, the business world has embraced social psychology through the concept of the personal brand.

Personal branding is the process of developing a mark that is created around your personal name or your career. You use this mark to express and communicate your skills, personality and values. The end goal is that the personal brand that you develop will build your reputation and help you to grow your network in a way that interests others. They will then seek you out for your knowledge and expertise.

Personal Brand

Issues with the personal brand

Wikipedia: It has been noted that while previous self-help management techniques were about self-improvement, the personal branding concept suggests instead that success comes from self-packaging.

Issues with the personal brand

Who or what decides if your personal brand is successful?

Does a successful personal brand represent the 'best' a person can be, or just the most successful version of themselves?

Is there an authentic personality that is not expressed by having a brand?

The problem of AUTHENTICITY

Is there really any value to turning yourself into a character or a product instead of just being... well, who you are? ~ Olivier Blanchard
http://thebrandbuilder.wordpress.com/2012/01/03/r-i-p-personal-branding/

But if 'who I am' depends on so many external factors is it realistic to expect me to be who I am without thinking about how that is percieved by others? ~ Miriam, your teacher, who made up these slides

The authenticity paradox in plain English:

The popular kids will always tell you to be yourself.

Using social psychology at work

Seek out other points of view
Acknowledge power differencesModel the type of behaviour you want from othersLearn to read (and empathize!) with non-verbal cuesLearn to say what 'goes unsaid' with diplomacy

In communication:

Using a social psychology at work

Think about who you are in different contexts (ie: During a meeting, on deadline, listening to a presentation.)
Look for behaviour patterns across and within specific contextsIdentify positive and negative beliefs, the outcomes they support and the contexts (or relationships) in which they occurPractice understanding yourself in context, and develop a non-judgemental frame of reference.

To understand yourself:

Exercise

How do those keywords reflect your values?
Are there keywords that do not express who you are outside of a business context?What are your anti-keywords? Why? What do the 'antis' say about you that the positive words don't.

If you were a brand, what would your 3 keywords be?

Personal Styles: Some Assumptions

All of us have strengths

ways to influence others

areas for improvement

something to learn about ourselves

something to teach, share with the team

People are complex

No one instrument or survey can completely convey who we are

Myers-Briggs Type Indicator [MBTI] is an opportunity to gain insight into some aspects of ourselves and others

The Myers-Briggs Type Indicator

MBTI reports some of our key: Preferences Tendencies Characteristics But not all of them

CAUTIONS: 1. MBTI is not meant to pigeonhole or stereotype individuals.2. MBTI sorts preferences, not behaviour or ability. Within each type is a wide range of behaviours, values and tastes.3. Individuals may use different behaviours to adapt to specific situations.4. Each preference is on a continuum, so there is great variation within the same type.5. There are no right or wrong preferences.

The Basic Model: Our behavior is influenced by two functions perception: how we gather information from the external world

judgment (decision making): how we process this information

And by two attitudes orientation of energy: is our energy source from others or ourselves?

orientation to the outside world: is our preference for order or spontaneity?

Remember that we are dealing with preferences. Each of us has some Extraversion and some Introversion (as well as some of the other six characteristics). What Typewatching is all about is determining which alternatives you prefer to use. Otto Kroeger & Janet M. Thuesen, Type Talk, 1988

MBTI: Four Preferences

PJ

FT

NS

IESource of energyExtraversionIntroversionWay of gathering informationSensingiNtuitionDecision makingThinkingFeelingRelating to the external worldJudgmentPerception

Extraversion and Introversion
(Source of energy)

Extraversion

An extraverts essential stimulation, way of getting energy, is from the environment, the outer world of people and things.

Introversion

An introverts essential stimulation, way of getting energy, is from within - the inner world of thoughts, ideas, and reflections.

IE

E or I
(Key words)

Extraversion

Jumps In, Initiating

Sociability

Interaction

Multiplicity

Thinks out loud

External

Breadth

Expressive

Introversion

Reflective

Intensive

Concentration

Limited relationships

Rehearse before talking

Internal

Depth

Constraint

IE

IEE or I
(Preferred Work Environment)

Extraversion

Varied and action-oriented

Prefers to be around and with others

Interests have breadth

Lively

Remain aware of the environment,
allow time to verbalize agreements,
then take action.

Introversion

Quiet and concentrated

Prefers to be alone

Interests have depth

Calm and private

Allow time for silent reflection on solutions, conceptualize the problem,
and look deeply into issues

Questions for Es & Is

What assumptions do you make about the other type?

What questions would you like to ask members of the other type?

What do you appreciate about the other type?

Jonathan Rauch, Caring for Your Introvert:The habits and needs of a little-understood group, The Atlantic Monthly. March 2003.

Sensing and Intuition
(Taking in information)

Sensing

The sensing function takes in information by way of the five senses - sight, sound, feel, taste, and smell.

Intuition

The intuitive function takes in information by way of insight and impressions.

NS

Sensing tends to be interested in concrete reality, focusing on the present, and seeing what is, rather than what might be. At an extreme, Sensing can have its feet so well and truly on the ground that it misses out on possibilities for the future.The preference for iNtuition gives a greater emphasis on insight and the future, focusing on what might be, rather than what is. At an extreme, iNtuition can focus so much on possibilities that it loses touch with current realities.

S or N
(Key words)

NS

S or N

Sensing

Prefers using learned skills

Pays attention to details

Patient with details and makes few factual errors

Know the facts, understand the plan, and work out implementation details

Intuitive

Prefers adding new skills

Full of new challenges

Patient with complexity

See the big picture(s), forge into new areas, and develop new possibilities.

NS

Thinking and Feeling
(Making decisions)

Thinking

The thinking function decides on the basis of logic and objective considerations.

Feeling

The feeling function decides on the basis of personal, subjective values.

FT

T or F
(Key words)

FT

T or F(Preferred Work Environment)

Thinking

Brief and businesslike

Impersonal

Treats others fairly

Detached

Discuss issues logically, consider the pros and cons of various alternatives, and spot the inconsistencies in a plan

Feeling

Naturally friendly

Personal

Treats others as they need to be treated

Involved

Understand what is important to people, acknowledge the human side of decision-making, and help others accept decisions

FT

Have each group work on the problem on the next page (10 minutes) and prepare to report out.Where are you?FeelingThinking

Judgment and Perception
(How we relate to the external world)

Judging

A judging orientation is decisive, planned, and orderly. Generate systems, provide organization,
and act with decisiveness

Perceiving

A perceiving orientation is flexible, adaptable, and spontaneous. Provide new ideas, insight, and react with flexibility if systems need adjusting

PJ

If it is in a structured way, making decisions and knowing where you stand, then it is called Judgement. If it is in a flexible way, discovering life as you go along - this is called Perception. (The reason for these terms being used is a little complicated - if you would like to know more then read our page on the dynamic model of Myers Briggs, after you have completed this page) .Someone whose preference is Judgement prefers, in their lifestyle, to make decisions. This means that they prefer to make decisions about what to do, where to go, what to say, and so on. As a result of these decisions, their lifestyle appears organised. That is, someone whose preference is Judgement, prefers to make decisions in the world of actions and spoken words, and therefore appears organised. Someone whose preference is Perception prefers, in their lifestyle, to learn or experience new things. This means that they prefer to find out more, rather than making decisions, and are more comfortable when they keep their options open. As a result of this openness, they can appear flexible. That is, someone whose preference is Perception, prefers to perceive new things in the world of actions and spoken words, and therefore appears flexible.

For Js, life is a product, for Ps, life is a process.Example: todo-listsA J always has a todo list; at the end of the all (or any case, most) of his actions are ticked off. (An extreme J will even add actions that were not on the list originally, just to be able to tick them off.)A P also has a todo list, but at the end of the day, it contains more items than at the beginning of the day.Example: how a J and a P prepare for a trip J plans where to stay, where to eat, works out logisticsP just gets up and GOES - discovers a B&B, restaurants etc along the wayExample: how a J and a P clean the bathroomExample:J husband: Would you like some peaches for an evening snack? (ask for decision/judgment)P wife: We havent had peaches in a long time. (gives observation/perception)J, annoyed: Tell me something I dont already know!Without a doubt, within the next ten minutes or so, the P wife will wonder: Where are my peaches?

J or P
(Key words)

PJ

J or P

Judging

Focus on completing task

Make decisions quickly

Want only the essentials of the job

Firm deadlines

Perceiving

Focus on starting task

Postpone decisions

Want to find out all about the job

Flexible deadlines

PJ

The Type Table

ISTJISFJINFJINTJISTPISFPINFPINTPESTPESFPENFPENTPESTJESFJENFJENTJ

Set the Ss left and the Ns right

The Is are always up in the sky

Put the Fs in the middle, so that they can hold hands

As Ps will know, they are always surrounded by Js

15 minsEach individual identifies their own type and puts a sticky dots on Type TableLarge group discussion (engineer comparison)The distribution of people over the table is more or less evenly. However, about 90% of army leaders are ISTJ. ISTJ and ISTP are overrepresented by Black Belts (common to engineering environments).

MBTI Characteristics

30

In Class Exercises

Self Assessment

Type Development

Understand your preferences and those of others

See how others perceive you

Identify ways to develop your less preferred behaviors

Find ways to position yourself in an environment that makes best use of your preferences

MBTI & Team Development

INDIVIDUALKnowing your own MBTI may help you to understand:Your actions.

How you function in a team.

Why you react to certain things in certain ways.

How to improve your own performance.

How to recognize your own strengths and weaknesses.

When organizational goals require you to act in ways different to your natural preferences, you may have a basis for understanding this difference and any resulting tension.


INDIVIDUAL WITHIN THE TEAMUnderstanding your own preferences and those of team members may:Help to show how members can contribute to achieving the teams goals.

Support more effective working relationships.

Offer the opportunity to analyze collective preferences of team members.

Identify the teams potential strengths and weaknesses.

Clarify team working procedures.


A shared understanding of preferences within the team may help team members to:Appreciating differences

Reach agreement more quickly

Solve problems effectively

Reach more useful and insightful conclusions

Share facilitation responsibilities

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ISTJGive time to reflect

Know your facts

Apply logic

Ensure closure

Measured results

ISFJGive time to reflect

Know your facts

Understand people values

Ensure closure

Practical benefit

INFJGive time to reflect

Develop new alternatives


Ensure closure

Relationships

INTJGive time to reflect


Apply logic

Ensure closure

Competency

ISTPGive time to reflect

Know your facts

Apply logic

Be flexible

Measured results

ISFPGive time to reflect

Know your facts


Be flexible

Practical benefit

INFPGive time to reflect



Be flexible

Relationships

INTPGive time to reflect


Apply logic

Be flexible

Competency

ESTPVerbalize agreements

Know your facts

Apply logic

Be flexible

Measured results

ESFPVerbalize agreements

Know your facts


Be flexible

Practical benefit

ENFPVerbalize agreements



Be flexible

Relationships

ENTPVerbalize agreements


Apply logic

Be flexible

Competency

ESTJVerbalize agreements

Know your facts

Apply logic

Ensure closure

Measured results

ESFJVerbalize agreements

Know your facts


Ensure closure

Practical benefit

ENFJVerbalize agreements



Ensure closure

Relationships

ENTJVerbalize agreements


Apply logic

Ensure closure

Competency

Education

Week 2 presentation