MYERS BRIGGS AWAY OF PERCEIVING AND COMMUNICATING DIFFERENTLY BACKGROUND Myers Briggs is a framework that helps us gain insight in to the way we interact with others and that enables us to see ways of valuing differences in others. These differences arise through people's distinct preferences in where they like to focus their attention, the way they like to take in information, the way they like to decide and the kind of lifestyle they adopt. It has been extensively researched and developed by Isabel Myers and Katharine Briggs and is based on Carl G. Jung's theory of psychological types. THE FRAMEWORK Their work suggests that: * The way we interact with the outer world is primarily either ‘outward turning’ (Extraverted) or ‘inward turning (Introverted) * Interms of our mental processes each person relies primarily on one rational function which can be directed at will (Thinking or Feeling) and one irrational function (Sensing or Intuiting) ‘* The way we prefer to live our life in the outer world is either wanting to structure and order most events (Judgement), or wanting to go with the flow of events as they happen (Perception) Their Model Their model can be simply portrayed as follows: People have attitudes towards others and seem energised by: Extraversion(E) or —_Introversion (I) People attend to and take in information either through: Sensing (S) or Intuition (N) People process information and make decisions through: Thinking (T) or Feeling (F) People have ways of meeting the world and ordering their lite through: Judgement (J) or Perception (P)About our preferences In depicting this framework, Myers Briggs do not suggest a person is purely one way or the other, but there is a preference. In other words, a person tends to choose fairly consistently one way of doing things over another. As an example, if we are asked to write out our name and address, we automatically use the right or left hand and do it without thinking — for we make this choice based on a natural inclination. If, however, we were asked to use our non-preferred hand, we could still do it, but it would require more concentration, effort and energy to do so. The same applies to these eight functions. When we are using our non-preferred functions it takes us more energy, effort and concentration to do things. Uses of the framework Since people differ in what they perceive and how they use those perceptions, it is reasonable to conclude they will differ correspondingly in their values, motivation, interests, reactions and strengths. This framework therefore has many practical uses in the organisational setting, including: + Improving teamwork * Communicating more effectively with superiors, peers and subordinates * Understanding and adapting to differences in management style The Attitudes and Functions in more depth The following pages describe the eight attitudes and functions in more depth, with particular emphasis on the individual communication styles. If you want further information, there are a number of books on this subject ~ booklist attached.EXTRAVERSION & INTROVERSION Way in which we interact with the external world and focus our attention EXTRAVERSION (E) Prefers to draw energy from the outside world of people, activities INTROVERSION (I) Prefers to draw energy from one’s internal world of ideas, emotions or or things impressions Turns outwards Focus of | Turns inwards | Attention | Involvement in external Quiet reflection on inner events and contact with thoughts or ideas people 1 recharges energy & regains intemal order and enthusiasm for life balance * Attuned to external ‘eting |* Drawn to introspection ean Characteristics | ° * Breadth of interests * Deep friendships * Wide relationships * Private/solitary * Social interaction * Think through problems * Talk through problems Speak & Act => Reflect Reflect —> Speak /Act Preferred , Face “> Face communication | Written Communications style Expect debate & challenge ae Want to be correct before externalising thoughts Needs To moderate expression To be drawn outSENSING & INTUITION How we go about finding out about things — how we become aware and take information in about things, people, occurrences and ideas SENSING (S) Prefers to take in information thro’ 5 senses and noticing ‘What is actual" INTUITION (N) Prefers to take in information thro’ 6” sense and noticing ‘what might be Detail What's real Action Here & Now When? How fast? How much? Trust experience Direct & active Results orientated Follow agenda * Step-by-step building up to broader picture * Concise & specific + Evidence/facts/details * Practical/realistic Focus Approach Approach at meetings Effective methods of communication Overview Possibilities Ideas Future Why? Whaat if? Trusts inspiration Communication | Unstructured Manner | Discussion/debate Agenda starting point * Global picture narrowing down to detail * Broad issues * Insights/general concepts * Philosophy/principlesTHINKING & FEELING How we reach conclusions, form opinions and make decisions about the information that we have just acquired. THINKING (T) FEELING (F) Prefers to make decisions from an | Prefers to make decisions through objective, impartial and logical__| an involved standpoint - by standpoint assessing impact of actions upon own/others values and beliefs Logical Focus What is important to Past/present/future me/others Objectivity ~ personal values & Facts convictions Feelings | What is? How come? Approach —_| How do | feel about it? Alternatives What is the effect on x’? Cause & effect Good/bad | Looks for flaws in logic Looks for common ground | & shared values } J Impact on the business Impact on people | Business-like Communication | Personal | Analytic Manner Sympathetic | Objective Subjective Involvement with Task Approach at | Involvement with People meetings & supporting the process Chronological sequence Method of __| Interpersonally appreciated Goals & objectives first Communication | Points of agreement first Brief/concise Involvement in Pros/cons Convinced by personal info Convinced by impersonal delivered enthusiastically reasoningJUDGEMENT & PERCEPTION Attitude we take in determining our lifestyles. JUDGEMENT (J) Prefer to live in a planned and organised way; wanting things to be controlled and regulated. Drive is towards closure PERCEPTION (P) Prefer to live a spontaneous and flexible life. Drive is towards keeping options open * Sets goals * Likes to get things decided * Organised * Likes schedules & timetables with clear deadlines Plans work and follows plan Reaches closure —decides quickly ‘+ Lists to prompt action - now! Conclusion | Dislikes working under time pressure Gathers information ‘+ Likes to keep options open Spontaneous & adaptable * Discusses schedule — dislikes tight deadlines © Flexibility in work * Open to last minute changes * Postpones decisions * Lists to remind — one day Being open & flexible to new Situations | Energised by last minute time pressures