Can I keep secrets from an INTJ

MBTI team workshop for MBTI licensees


1 MBTI team workshop for MBTI licensed Stefan Oppitz A-M-T Management Performance AG


3 Skiing 1. You should now ski a little. 2. You must first strap on your skis (step on the adhesive strips) and then cover the short ski slope. 3. It is important that the skis do not break (tear the adhesive strip). 4. The aim is to be the first team to arrive at the finish line with perfect skis. 5. It is important that each team is also assigned an MBTI dimension for observation so that we can then briefly talk about the different types.

4 Self-reflection for teamwork How well did we work together? How well have we coordinated decisions? Who took the lead and why? Who has proposed solutions? How much did we pay attention to the different solution approaches? How did you finally come to a decision?

5 Potential goals for the use of the MBTI 1. Emphasize the importance of teamwork 2. Make the difference between group and team dynamic processes clear 3. Present the characteristics of an effective team 4. Discuss development aspects for improving cooperation 5. Malfunctions / disruptions in a team illuminate 6. Support teams with the formation / installation within the framework of an organizational process 7. Use the resources in the team optimally 8. Identify blind spots in the team 9. Exchange best practice and ideas in the team

6 Differences in cooperation All teams are groups, but not all groups are teams Group Team Clarifies relationships Hierarchy friend / foe 3-30 people Solves problems Non-hierarchical Comradeship 3-11 people

7 group and team dynamic phases 4. Performance change or decline !? 2. Conflict 1. Formation / Orientation 3. Standardization

8 phases of group / team development Phase 4 Phase 1 Performance disorder: Irresponsibility Adult Task-oriented Consolidated Listening Attentive, Open Supporting Tolerant Efficient Birth Friendly, Polite Insecure Detached Vigilant Fit Who are the others? What happens next? Orientation disorder: Lack of trust in young people Organizing Developing skills Feedback Cooperation Responsibility Establishing systems and procedures Discussion with topics / content Puberty Personal confrontation Difficulties Arguing / conflict Polarizing Testing norms / rules Demotivation Defending Phase 3 Phase 2 Standardization Conflict disorder: Lack of commitment Disorder: Fear of the conflict

9 phases for team development Introduction of MBTI and best fit / exercise on dichotomies Phase 1 Orientation Phase 2 Conflict, Change Phase 3 Standardization, discussion Phase 4 Performance, leadership MBTI and team development MBTI and teams in times of change & in confrontations MBTI and communication & Working style MBTI and teams & leadership Explore the MBTI dimensions Change pairs for change and innovation processes Use E / I and J / P as orientation in the team Temperaments and leadership Identification of strengths and blind spots in the MBTI house Conflict pairs for dealing with crises, conflicts and confrontations The functional pairs as the heart of the MBTI for the communication process leadership style and MBTI types

10 Best Fit & Exercises on the Dimensions Introduction to MBTI and Best Fit / Exercise on Dichotomies As part of the licensing you have got to know many exercises on the dimensions. Here are our favorites for team development: E / I: Questions about E / I as an interview S / N: Looking at a picture T / F: Praise and recognition J / P: Free time constellation exercise

11 phases for team development Introduction Phase 1 Orientation I and the others Phase 2 Phase 3 Phase 4 MBTI and team development Explore the MBTI dimensions Identification of strengths and blind spots in the MBTI house

12 Phase 1 Relationship and trust in the team Objective / mandate: Improving the relationships between the team members Possible MBTI exercises: MBTI house, team type Team compass Interview on the opposite pole of the dimension of 2 team / coaching Positive / negative quality Possible additional topics: Group vs. team Building areas of trust

13 Sympathies Exercise: Please divide into 4 groups: Group ST; Group SF; Group NF; Group NT In your groups please try to brainstorm to find as many characteristics of people as possible. First describe on a flipchart what you feel positively and then what you feel negatively.

14 Optimal problem solving in the team S N T F

15 MBTI Team Compass Team roles and preferences Y N Empirical (e.g. quadrants) E T F Theory (function pair) I S P

16 Exercise team compass Which of the following types are assigned to which roles in the team compass? ISTJ ISFP ENFP ENTJ ISTJ implement deepen organize ISTP ISFJ ISFP deepen care accompany INFJ INFP INTJ INTP ESTP ESFP ENFP inspire invent accompany ENTP ESTJ ESFJ ENFJ ENTJ analyze invent organize

17 Invent team roles, analyze EN, inspire NT, organize NF, implement TJ team player, accompany ST, look after FP, deepen SF, IS

18 Example team role: Caring (SF) connecting personally relationship-oriented value-oriented affected socially adapting tactful

19 Example team role: Analyze (NT) explain competitively oriented analyze criticize questions rationally performance-oriented coherent

20 MBTI and project management Typical for project management: 100%: INTJ, ENTJ, ISTJ, ESTJ 50%: INTP, ENTP, ENFP, ENFJ Typical as project staff: 100%: INFJ, ISFJ 50%: INTP, ENTP, ENFP, ENFJ, ESFJ Untypical for project work: 100%: INFP, ISFP, ESFP, ISTP 50%: ENFP, ESTP From Wideman, R. Max and Aaron J. Shenhar, Professional and Personal Development: A Practical Approach to Education and Training, Project Management for Business Professionals, edited by Joan Knutson, 2001, p. 375.

21 personality types in project work ISTJ ISFJ INFJ INTJ ISTP ISFP INFP INTP ESTP ESFP ENFP ENTP ESTJ ESFJ ENFJ ENTJ atypical type. Employee Typical leader from Wideman, R. Max. Project Teamwork, Personality Profiles and the Population at Large: Do we have enough of the right kind of people? ().

22 Team and Time Sum. Number Sum. Number Sum. Number Sum. Number Min 9.04 20.5 12.3 18, Inferior Coachingf Auxiliary function Dominant 28 F T N S

23 phases for team development Introduction of MBTI Phase 1 Phase 2 Conflict, Change Phase 3 Phase 4 MBTI and teams in times of change & during confrontations -Chang pairs for change and innovation processes use conflict pairs to deal with crises, conflicts and confrontations

24 The pairs at a glance Extraversion Change pairs Sensitive feeling Function pairs XundX XundX Introversion intuition Thinking / Thinking XundX Feeling ES, EN, IS, IN ST, SF, NF, NT in communication, sales, work style Conflict pairs Judging / Judging XundX TJ, TP, FJ, FP Perceiving


26 Attitudes towards change IS Thoughtful realist Change as little as possible Keeping good things from the past Prefer continuous improvement to complete change ES Action-focused realist Changes things that don't work Change needs to provide quick practical results Propose theories wasted time, where it could be tackled easily IN Thoughtful innovator Likes the idea of ​​change, but takes time to think it through. Needs to understand underlying concepts. Change programs must be networked or they will fail EN Action-driven innovator Any change is good If change isn't If it is successful, you change it again. Even if something works well, it could be made more interesting by changing it


28 Confrontations at: T / F T- Thinking What is it about? Opinions of other differences tolerate decisions without changes Q - FEEL Who does it affect? Accept the needs of other differences. Flexible changes. THE RULES OF THE SITUATION

29 Confrontation in: Y / PJ - judging finding solutions Ending the conflict Focus on the output of a situation Satisfaction when the conflict ends THE GOAL P - Perceiving Clarification Solving conflict Focus on the input of people in the situation Satisfaction when the conflict is analyzed THE GAME

30 Exercise: Quarrel and conflict Work in groups with the same pair of conflicts (TJ, FJ, TP, FP) Please answer the following questions on a flipchart What characterizes an argument or conflict with the course / result you were satisfied with, What characterizes one Quarrel or conflict in which you were dissatisfied?

31 Quarrel of the couples TJ TP FJ FP Possible cause of quarrel or conflict Questioning of authority Questioning of trust Questioning of belief principles Questioning of values ​​Desired result Conclusion or solution Defined process Intact relationships Respectful listening Dealing with feelings by denying their existence Your exclusion Your inclusion yours Acceptance Effect on others Isolated or aggressive opponent Catalyst or conflict driver Search for communication and harmony Inclusion of the values ​​and worries of others Satisfied when the conflict / dispute is over You can analyze the result No negativity There is open appreciation

32 What do we mean by crisis? Crisis is the state of disorder, in which previous behavior patterns no longer help, no longer appear useful to create a desired (new) order ... a creative state if you take away the taste of catastrophe. So let's create an order that is capable of acting!

33 Quantum Leap Task: You receive four balls. You should pass these on from one to the other until all balls have reached the beginning again. Each participant must have touched all four balls in sequence (i.e.) with both hands. The cycle time is stopped.

34 Quantum Leap II Due to customer requirements and market influences, you have to achieve a much faster variant (at least 50%) of the processing. In turn, everyone has to touch the balls in turn with both hands. Aids are not allowed. The time is stopped again and the quantum leap is calculated and recorded.

35 Innovation At the level of the perception function, the subject of innovation or creativity can be worked out well! People who drive innovation and change are more problem-conscious, generate more ideas, generate better ideas, turn ideas into solutions. I like to work innovatively. What are the general conditions?

36 Exercise: Innovation Create groups according to your MBTI type, ie SJ, SP, NJ and NP. Discuss the following three questions and then present your answer to the others on a flipchart 1. How do you define innovation? 2. What kind of ideas do you find appealing / attractive? 3. What is your typical approach to innovation?

37 Road Map for Innovation Diversification Effectiveness Adjustment Efficiency Shutdown Improvement

38 Solutions Effectiveness Efficiency Improvement Adjustment Adjustment Diversification Doing the right things (having an effect) Doing things right (effort / benefit) Doing things better Stop doing things Doing things that other people do Do things in a way that no one else does yet

39 Performance through innovation Effectiveness Efficiency Improvement Adjustment Adjustment Diversification Value creation / level of difficulty

40 Road Map for Innovations and MBTI Diversification Effectiveness Adjustment NP NJ N S SJ SP Efficiency Reduction Improvement

41 The Far Side by Gary Larson Pause Mr. Osborne, may I be excused? My brain is full. Teacher, Teacher, can we take a short break? My head is full!

42 phases for team development Introduction of MBTI phase 1 orientation phase 2 conflict, change phase 3 standardization, discussion phase 4 performance, leadership MBTI and communication & work style E / I and J / P as orientation in the team Function pairs as the heart of the MBTI for the communication process

43 Phase 3 Strengthening commitment in the team Objective / mandate: Improving the communication and working relationship in the team Possible MBTI exercises: Rights, duties E / I and J / P Optimal decision-making (SNTF) Function pairs Convincing Internal and external game of types Time for the respective functions Possible additional topics: Conducting discussions, feedback

44 Jung's mental processes Jung observed that people always deal with two mental processes: - Perception of information - Decisions (based on perception) He also observed that people act in the outside world vs. reflect inwardly.

45 Function Pairs E / I S / N T / F J / P Perceiving Perceiving How we perceive Judging Ureilen How we decide

46 Understanding Perceiving What were the facts the last time you fell in love?

47 Feedback, praise and recognition Feedback as a means of communication and performance driver Situation & fact Interpretation Action Reflection Description of the observable / actual action My point of view or the possible point of view of others If necessary, request to change my behavior Conditions in me that prompt me to give this feedback In At the last team meeting you interrupted my presentation twice with questions. They seemed engaged to me, but I also felt disturbed. Others may have experienced this as skeptical. For the next presentation, please collect comments and questions and put them at the end. I'm not that brash, but sometimes I would like more courage. Note: The following exercises can be used here: Praise and recognition or a team of two - How do I want feedback

48 questions on the level of the function pairs S- sensitive perception What do we know, how do we know it? What are the real costs? How does it work in practice? What do we have to change, what can be accepted as tried and tested? S N- INtuiton What else could this mean? What else can we think of? What other interesting ideas are there? How is it all related? What new ways are there? N T- Think T F F- Feel What speaks for it, what speaks against it? What are the logical consequences? What about.? What's wrong with it? Why don't we enforce this? What do we / they like and what don't? What impact will this have on the people involved. How can we get everyone involved? What is the good / positive about it? What about those who face the consequences?

49 Communication style and MBTI ISTJ ISFJ INFJ INTJ ISTP ISFP INFP INTP ESTP ESFP ENFP ENTP ESTJ ESFJ ENFJ ENTJ Especially the function pairs are suitable as the heart of the MBTI to illuminate communication processes. Use film sequences if necessary

50 function pairs ST ZDF (numbers data facts) NT competence SF pers. Use NF enthusiasm

51 ST and SF Organizations What is ideal for each individual in organizations varies depending on psychological preference. S-types appreciate stability in the organization. N-types appreciate change. T-types value productivity. F-types value integrity. ST organizations value: productivity, performance, profitability, maximizing resources, statistical evaluation, empirical problem solving, control, reliability and security. An organization should ensure stability and consistency and meet practical needs. SF organizations appreciate: good emotional well-being of employees, appropriate actions in the interests of individuals, productivity, service orientation, clarity about role and function, and good communication with attention to the correct handling of factual details. An organization should ensure a family atmosphere where friendliness prevails.

52 NF and NT organizations NF organizations value: community, independent but harmonious groups working towards both task and personal issues, products and services that are in harmony with human pursuits and goals, flexibility, enthusiasm and insight into problem solving , and decentralized accountability. An organization should promote its members and be responsible for internal and external human needs. NT organizations value: strategic planning, competition, focus on the big picture of the external market, determination of new business plans, definition of suitable strategies and goals, and a focus on global concepts and processes based on logic. An organization should focus on long-term results and employ brilliant people who are businesslike in solving problems efficiently and effectively.

53 Dialogue Forms of Dynamics Introverted Function = Inner Dialogue Our type has both an extraverted and an introverted function. Both offer us the opportunity for dialogue. Extravert function = external dialogue

54 Exercise: Forms of Dialog The inner and outer game of your guy Do you remember a time when you worked on a team without trust: What was your inner game? What was your external game (what did others hear or see of you)? How is that related to your type dynamics? Use: Teams with the same and different types. Combinations of the inner and outer game. Same dominant, different world, e.g. B. INTJ / ENTP The same extravert and introvert functions, but different dominants, e.g. B. ISTJ / ESTJ Same dominant, different auxiliary functions, e.g. B. ENFP / ENTP

55 Exercise: Forms of dialogue What do I already know? What else do I have to know? I've done this before. Example: ESTJ Extraverted thinking (T) Introverted feeling (S) What does your inner / outer dialogue look like? I think we should do it like this I can do it! Who does what, by when?

56 Exercise: Forms of Dialogue INFP Inner Game INFP Outer Game Is anyone here just like me? Am I understood? Does the existing culture suit me as a person? Observer of interactions with the question what else is going? Listeners and supporters of others That sounds like a good idea! Is there any content there? What is the goal of the group? Am i excited about it?

57 Phases for team development Introduction of MBTI Phase 1 Orientation Phase 2 Conflict, Change Phase 3 Standardization, Discussion Phase 4 Performance, Leadership MBTI and Teams & Leadership Temperaments and Leadership Leadership style and MBTI types

58 Phase 4 Responsible leadership in a team Objective / mandate: Responsible leadership, aspects of cooperation on the way to becoming a high performance team Possible MBTI exercises: Temperaments and animals Temperaments and projects Who is your leadership role model, which characteristics do you associate with it? Time for the respective preferences Possible Additional topics: Performance Leadership - Management

59 Types and leadership style 1 Extraversion (E) Take the initiative, communicate with others, think according to introversion (I) Think and reflect, need calm to concentrate, consider sensitive sensation (S) Working on concrete problems, build on experience, collect data and facts thinking (T) looking for rules and principles, expecting results judging (J) checking, making decisions intuition (N) working on abstract or theoretical problems, looking for connections and building on intuition and ideas feeling (F) paying attention to values and the sense, take over the implementation of the process perceiving (P) Open and flexible, looking for a lot of information and variety

60 Exercise: Temperaments and MBTI All participants should write down characteristics of each animal that they associate with the animal: beaver dolphin fox owl

61 Temperaments and leadership SJ Biber 40% Ambitious, hard-working animals Living with different generations: partners for life, protecting their families and living in families Build strong dams to protect buildings Build very consistently and constantly expand their structures, correct mistakes Preserve all parts of a tree that you have felled Sj in practice: permanent, stringent planning; Membership and Affiliation Accepting accountability when others don't. Can lead to stress Logistic intelligence, dry sense of humor, sense of duty Jobs: historian, librarian, auditor, police, auxiliary staff Strengths in the team: dependent, lots of information, loyal Weaknesses: ability to change They change, but want to know exactly / in detail what the change looks like encourages regression (but we did it that way last time).

62 Temperaments and Leadership SP Fox 40% Quick reactions and resourceful animals Excellent sensory perception can hear a mouse squeak from 30 meters away Leaving scent marks to show others that you were there Be attentive to their surroundings Be aware of every movement in the area SP in the Practice: Often use informal, relaxed language and can therefore sometimes be perceived as unprofessional because of the colloquial choice of words; Life in the here and now; Love diversity, multitasking, do not stick to traditional systems, but like experiments Jobs: Crisis management, surgeons, salespeople Strengths: Energy, pragmatism Weaknesses: Quickly bored, do not always think through all things

63 Temperaments and Leadership NF Dolphin 10% Social, Playful, Enthusiastic Animal Seeking Interaction with Other Dolphins and Other Species Staying with their group, some species die if they are separated Advanced communication, using complex sounds and depth sounder to understand language, and are known to be in human Need to Rescue NF in Practice: Diplomatic Intelligence; Being unique and special The purpose is important Use global language: everyone, always, never I never drink, but when I do Integrative thinking Time orientation in the future: life is a journey Take yourself up high and not so seriously Jobs: Teacher , Politicians, coaches, trainers Strengths: passionate, belief in people, foresight Weaknesses: can take things too seriously, are not task-oriented

64 Temperaments and leadership NT - Owl: 10% Far-reaching sea power See 100 times better than humans, can turn the head 360 degrees Big eyes give an expression of wisdom and serenity Keys everything from above, then fly quietly at the prey From their high seat if they notice changes in the forest before other animals estimate food quantities from NT in practice: competence, control, intellectual independence from large to small and back to large scanning their past, present and future decisions are a matter of the mind, strategic intelligence, precise, correcting words imprecise things ask critical questions w-questions Jobs: researchers, lawyers, journalists, executives Strengths: creating visions, flexibility Weaknesses: overlooking specific available and required resources (downfall for Napoleon)

65 Exercise: which project is right for you? Improvement projects to increase productivity Structure and well-defined roles & responsibilities Working in an effective team with clear goals Projects to shape corporate culture & values ​​Team consensus with support from above Working with people with whom you have a positive relationship Critical and unusual projects that contain little routine Flexible schedules with a lot of variation Work in an individualistic team where I can also implement my own ideas Project that includes a new strategic (in the sense of visionary) direction of the company Leading position through the integration of models & Research Intellectual Independence: Involving Experts

66 Temperaments and personality Even the ancient Greeks described personality through temperaments. These can also be combined with the MBTI types.

67 Types and management style 2 SJ consolidators want to guide others, set rules and goals Vulnerable point: Disorder NF Mediator Give others personal support, appreciate integrity and the commitment of others Vulnerable point: Blame SP Troubelshooter Need information, want to stay up to date, give others leeway Vulnerable point: Routine NT strategist Working in their own areas of experience, respecting the competence of others. Vulnerable point: Incompetence

68 Temperaments and leadership SJ Hüter (animal: beaver) Strives to belong and to make a contribution Values ​​harmony and service Tidy, reliable, realistic Understand and preserve institutional values ​​Expects others to be realistic Provides stability and structure Rewards institutionally rather than personally (Trophies, letters, etc.