Session 6 Temperament Types Management 300 Sections E

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Session 6Temperament TypesManagement
300Sections EF

• Rick McPherson
• January 19, 2006

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Agenda Announcements

• Agenda
• Temperament Sorter Results Exercise
• Announcements

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Temperament Sorter

• Adopted from the Carl Jung Psychological Types
  (1920), and then measured by Isabel Myers (1956).
  The various tools are called
• Jung Psychological Types
• Myers-Briggs Type Indicator
• Keirsey-Bates Temperament Sorter
• Paragon Learning Style Inventory (PLSI)
• Results based on 48 to250 questionnaire
• Temperaments are expressed as 4 Letters
• E.g. ENTP or ISFJ 16 different combinations or
  styles
• There are no right or wrong answers
• Information helps you
• Understand your Temperament
• Understand Others Temperament

BETTER RELATIONSHIPS, TEAMWORK RESULTS
Presentation Sources Kiersey Bates, Please
Understand Me Hirsch and Kummerow, Introduction
to TYPE in Organizations Humantrics Web Site
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What Element Of Group/Team Performance Are We
Addressing?
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DO NOT PRE-JUDGE PEOPLE FROM TEMPERAMENT OR
PERSONALITY TESTS!!!!
USE THE INFORMATION TO OPEN DIALOGUE
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Different Drums and Different Drummers

• If I do not want what you want, please try not to
  tell me that my want is wrong.
• Or if I believe other than you, at least pause
  before you correct my view.
• Or if my emotion is less than yours, or more,
  given the same circumstances, try not to ask me
  to feel more strongly or weakly.
• Or yet if I act, or fail to act, in the manner of
  your design for action, let me be.
• I do not, for the moment at least, ask you to
  understand me. That will come only when you are
  willing to give up changing me into a copy of
  you.
• I may be your spouse, your parent, your offsping,
  your friend, or your colleague. If you will allow
  me any of my own wants, or emotions, or beliefs,
  or actions, then you open yourself, so that some
  day these ways of mine might not seem so wrong,
  and might finally appear to you as right -- for
  me. To put up with me is the first step to
  understanding me. Not that you embrace my ways as
  right for you, but that you are no longer
  irritated or disappointed with me for my seeming
  waywardness.
• And in understanding me you might come to prize
  my differences from you, and, far from seeking to
  change me, preserve and even nurture those
  differences.

David Kiersey and Marilyn Bates Please
Understand Me Character Temperament Types
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A Word about Types

• THERE REALLY IS NO RIGHT ANSWER
• TYPES DO INDICATE PERSONALITY PREFERENCES OR
  INCLINATION, OR PARTIALITY TOWARDS..
• THEY OFTEN ARE CONSIDERED A BASE STYLE
• IT IS POSSIBLE TO ADAPT OR MODIFY YOUR BEHAVIOR
• GOOD EXAMPLE - INTROVERTS CAN BE FORCED
  EXTRAVERTS
• AWARENESS OF TYPE IS BETTER THAN IGNORANCE
• ALLOWS YOU TO UNDERSTAND HOW YOU MAY BE PERCEIVED
• ALLOWS YOU TO UNDERSTAND HOW OTHERS MAY WORK BEST
  WITH YOU
• CAN BE USED FOR WORK, PERSONAL RELATIONSHIPS,
  LEARNING
• HELPFUL IN INTERVIEWING, GROUP DYNAMICS, PROBLEM
  SOLVING,

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4 Dimensions of Type Indicators

• These are Not All or Nothing
• It is a Continuum
• Scale 100---50---0---50---100
• Extrovert -E lt------------0-----------gt
  Introvert - I
• Sensate S lt------------0-----------gt
  iNtuitive - N
• Feeler F lt------------0-----------gt
  Thinker - T
• Judger J lt------------0-----------gt
  Perceiver P
• In General, Your Type Will Stay the Same For
  Many Years
• Depends on What You Use for the Environment
• A Significant Emotional Event May Change
  Temperament
• Aging May Change Temperament Stages of Life

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Temperament Types

• E/I - defines the source and direction of energy
  expression for a person. The extrovert has a
  source and direction of energy expression mainly
  in the external world while the introvert has a
  source of energy mainly in the internal world.
• S/N  defines the method of information perception
  by a person. Sensing means that a person believes
  mainly information they receive directly from the
  external world. Intuition means that a person
  believes mainly information they receive from the
  internal or imaginative world.
• T/F - defines how the person processes
  information. Thinking means that a person makes a
  decision mainly through logic. Feeling means
  that, as a rule, they make a decision based on
  emotion.
• J/P - The fourth criterion defines how a person
  implements the information he has processed.
  Judging means that a person organizes all life
  events and acts strictly according to their
  plans. Perceiving means that they are inclined to
  improvise and seek alternatives.

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Types Descriptors
ENERGY SOURCE

• I- INTROVERT
• Internal/Interior
• Keep thoughts In
• Work with Ideas/Thoughts
• Concentration
• Think Do Think
• Quite and Private space
• One project no interruptions
• May be slower to Act 

• E - EXTROVERT
• External/exterior
• Talk thoughts out
• Involved with people, things
• Interaction
• Do- Think Do
• Variety of Tasks
• Impatient
• Likes Groups 

PERCEIVING (PERCEPTION)

• S SENSING
• Present Orientation
• Real and Practical
• Facts
• Step by Step
• Use Five Senses - Facts
• Present Details First
• Prefer Stability

• N- INTUITION
• Future Possibilities
• Could Be Theoretical
• Inspirations
• Insight by insight 
• Sixth Sense Hunch
• Overview First
• Prefer Change

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Types Descriptors
DECIDING PROCESS (JUDGMENT) FEELING  Value System Heart and Mercy Harmony Empathy Compassionate Works Best in Harmony Meet others Needs  THINKING Logical Systemic Head and Justice Principles Reason Firm but Fair Task Focus vs. Harmony Firm Minded and ready to critique
JUDGING Decide about Information Regulate and Control Set Goals Organized Plan the Work, Work the Plan Focus and Finish Task Lists to Prompt Action PERCEIVING Continually Gather Information Flow and Adapt Tentative Let Life Happen Keep Options Open Flexibility Postpone Decisions Adapts to Change

LIVING (ORIENTATION TO OUTSIDE WORLD)
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Leaders Temperament Types
Rational (NT) 5 Future/Task Thomas Jefferson (Architect) Abraham Lincoln (Architect) Dwight D. Eisenhower(Mastermind) Ulysses S. Grant (Mastermind) Douglas MacArthur (Fieldmarshal) George Marshall (Fieldmarshal) Margaret Thatcher (Fieldmarshal) Napoleon Bonaparte (Fieldmarshal) Bill Gates (Fieldmarshal) Buckminster Fuller (Inventor) Steve Wozniak (Architect) George Soros (Architect) Idealist (NF) 10 Future/People Mohandas Gandhi (Counselor) Eleanor Roosevelt(Counselor) Vladimir Lenin (Teacher) Mikhail Gorbachev (Teacher) Alexander Hamilton (Champion) Molly Brown "The Unsinkable" (Champion) Princess Diana (Healer) Albert Schweitzer(Healer) Abraham Maslow Isabel Myers (Healer) Carl Jung (Counselor)
Artisan (SP) 40 Present/Task Franklin D. Roosevelt (Promoter) Theodore Roosevelt (Promoter) Winston Churchill (Promoter) George S. Patton (Promoter) Erwin Rommel (Crafter) Charles XII of Sweden (Crafter) Nikita Khrushchev (Performer) Boris Yeltzin John Paul Getty (Promoter) Donald Trump (Promoter) Charles Lindbergh (Crafter) Guardian (SJ) 45 Present /Task/People President George Washington (ESFJ) President Harry S. Truman (ISTJ) President Jimmy Carter President George HW Bush (ISFJ) President Leonid Brezhnev (ESFJ) General Colin Powell (ESTJ) General Omar Bradley Warren Buffet (ISTJ) Sam Walton (ESFJ) Ray Kroc (ESFJ) John D. Rockefeller (ISTJ) J C Penny F W Woolworth William K Kellogg Andrew Mellon J. P. Morgan
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Instructors Scores 2 Environments

• As an Instructor ENFP (Diplomatic Integration)
• 100---50---0---50---100
• Extrovert -E lt---X-------0-------------gt
  Introvert I
• Sensate S lt------------0-------X----gt
  iNtuitive - N
• Feeler F lt----X------0-------------gt
  Thinker - T
• Judger J lt------------0-X----------gt
  Perceiver P
• As a Manager ENTP (Strategic Analysis)
• 100---50---0---50---100
• Extrovert -E lt--------X--0-------------gt
  Introvert - I
• Sensate S lt------------0----------X-gt
  iNtuitive - N
• Feeler F lt------------0--------X---gt
  Thinker - T
• Judger J lt------------0---------X--gt
  Perceiver P
• Why Different?
• Extrovert Higher with Instructing Speaking and
  Doing
• Intuitive Higher with Manager More Future Role
• Instructor Meets other Needs Manager Firm
  but Fair, Task Focus
• Perceiver stronger in Manager More Flexibility
  Required

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Quadrant Combinations 3 Methods

• First 2 Characters

• Middle 2 Characters

IS Thoughtful Realist ES Action Oriented Realist
IN Thoughtful Innovator EN Action Oriented Innovator
ST Facts Process NF Possible Empowerment
SF Facts People NT Possible Mastery

• Four Temperaments (what you got from website)

NT Rationalist (middle 2) Strategic Planner NF Idealist (middle 2) Diplomatic Integration
SP Artisans (2nd and 4th) Tactical Variation SJ Guardians (2nd and 4th) Logistics
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Four Temperament Quadrants
Rational (NT) 5 Strategic Analysis (Task) NTJ Organizing Masterminds (I) Field Marshalls (E) NTP Engineering Architects (I) Inventors (E) Idealist (NF) 10 Diplomatic Integration (People) NFJ Mentoring Counselors (I) Teachers (E) NFP Advocating Healers (I) Champions (E)
Artisan (SP) 40 Tactical Variation (Task) SFP Entertainers Composers (I) Performers (E) STP Operators Crafters (I) Promoters (E) Guardian (SJ) 45 Logistics (Task/People) STJ Administers Inspectors (I) Supervisors (E) SFT Conservators Protectors (I) Providers (E)
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Four Temperament Quadrants
Rational (NT) 5 Pop. Strategic Analysis (Task) Pros Visionary, Logical, Expertise, Understand Complex, Task Oriented, Organized Trouble Too competitive, abstract, quick to decide, offend others Needs Challenge their imagination Idealist (NF) 10 Pop. Diplomatic Integration (People) Pros Energizer, Persuasive, Catalyst, Inclusive, People Oriented, E likes Groups Trouble Too Idealistic, overlook details, overextend self Needs Congruence with who they are.
Artisan (SP) 40 Pop. Tactical Variation (Task) Pros Common Sense, Resourceful, Negotiator, Factual, Efficient Trouble Too expedient, short term, can be blunt, risky Needs Freedom to do things as they see fit Guardian (SJ) 45 Pop. Logistics (Task/People) Pros Thorough, Logical, Detail, Sense of Duty, Supporting Trouble Bureaucratic, may avoid conflict, short range, may overlook interpersonal needs Needs Knowledge of the Goal and Steps to get there.
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Temperament Teams

• NTs (Rationals)
• SJs (Guardians)

• NFs 1 (Idealists)
• SPs (Artisans)

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Exercise 1

• In your Class Project Teams
• Identify each persons Temperament Type in your
  Group
• Create an Inventory of the Group and determine
• What Temperament Types are present in your group
  and which are most prevalent?
• What Temperament Types are missing or have the
  least members?
• Identify your groups strengths and risks based
  on understanding your Temperament Type Pros,
  Trouble and Needs
• Identify how you will manage any risks
• Missing Skills, Attributes or Strengths?
• Team Cohesiveness
• Prepare a 2 Minute Presentation for the Class

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Exercise 2

• Groups Working Together
• Assemble in Type Groups See Instructor
• Identify How Your Type will Work with Other Type
• Situation Forming a Team to Work on Group Mini
  Project to Study The Ethical Issues Associated
  with the Enron Problems
• 1) Prepare a Kick Off Speech that will Motivate
  the other Type to be enthusiastic about the
  Project. 2 minute Kick Off
• 2) Identify the key things you must do to keep
  the other Type of People Motivated
• 3) Identify the key concerns you would have in
  working with the other Type of People
• 4) Identify what you hope they will tell you
  they will be concentrating on to work better with
  your Type.
• 5) Identify what you dont have to worry about.

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Example NT to Artisan

• Hello Artesians
• Purpose Investigating Enron Situation
• Make a great team - Solid Information Combined
  with Understanding Complex and Organize Thoughts
• Lots of Research ideas on how to do
  it?(resourcefulness)
• Make sure we get the right story? (factual)
• How should we do this most effectively divide
  up research?
• Who should write the report vs. do research (NTs
  probably should)
• We Must to keep them interested
• Keep on Task, Willing to adapt to situation, Not
  waste time with theoretical discussions.
• Key Concerns
• We should write the report organization and
  logical
• Make sure conclusions include both short and long
  term issues
• How do we make sure they dont underperform and
  not deliver their tasks by waiting too late or
  short cutting their tasks (e.g. research)?
• I hope they.
• (Team NT gets to answer this)
• We wont have to worry aboutbeing blunt with
  each other

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What Element Of Group/Team Performance Are We
Addressing?

• Group Processes
• Roles Task or Maintenance (but not Self
  Interest)
• Norms Behaviors by Individuals
• Cohesiveness Homogeneity, Participation,
  Competition, Success
• Decision Making How are Decisions Made?
• Conflict Resolution How are Conflicts Resolved?

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Where Do You Go From Here?

• Take this Back to your Project Teams and discuss
  it.
• How will the team of different Types work
  together?
• What Strengths are you missing that you need to
  overcome?
• Get a Customized Report
• www.advisorteam.com/temperament_sorter
• Options for Free or Various Reports
• Other Websites Google Keirsey Temperament
  Sorter
• Build Your Own Plan
• What of My Types Has Hindered My Success
• What modifications/Adaptations Do I need to Make
  in Working with Others?
• Observe your other groups ask yourself
• What Type am I dealing with
• Do I Need to change my approach to achieve
  success?

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Next Tuesday (1/24)

• Continue Temperament Type Discussion
• Cannondale Video Case (link on website)
• Mini-Project Subjects
• Course Feedback Survey (Web Q)

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Back Up Materials
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DIFFERENCES IN TYPES
Introversion Introversion Extroversion Extroversion
Withdrawing to peace Energy from . . . Energy from . . . Immersion into action
Watching first Learn from . . . Learn from . . . Doing first
Wait to be approached Interaction Interaction Initiate the interaction
Series of 1 on 1s Socializing Socializing In groups
Externally reserved Expression Expression Shows whats going on
Inside/Autonomous Thinking Thinking Outside/Accommodating
Sensate Sensate Intuitive Intuitive
Practical reality World World  Possibilities
Respect for what is Reality Reality Imagine what could be
Present Time orientation Time orientation Future
Experience Effectiveness comes from ... Effectiveness comes from ... Ingenuity
What works Data for tasks Data for tasks What makes sense
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DIFFERENCES IN TYPES
Feeling Feeling Thinking Thinking
People Basic Value Basic Value Rational
Wholes/Similarities Looking at things Looking at things Patterns/Differences
Resist it Approach to Conflict Approach to Conflict Invigorated by it
Warm and readable Affect Affect Cool and reserved
Praise and encouragement Motivation Motivation Achievement and attaining the goal
Judging Judging Perceiving Perceiving
Decisive Decision Style Decision Style Open-minded
Convergent Approach to information Approach to information Divergent
Linear/Sequential Cognitive Pattern Cognitive Pattern Random/Circular
Clock time is valid Time Time General/Flexible
Completion Comfort in tasks Comfort in tasks Getting Started
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Rational NTs

• RATIONAL NTs, being ABSTRACT in communicating and
  UTILITARIAN (ends justify the means) in
  implementing goals, can become highly skilled in
  STRATEGIC ANALYSIS. Thus their most practiced and
  developed intelligent operations tend to be
  marshalling and planning (NTJ organizing), or
  inventing and configuring (NTP engineering). And
  they would if they could be wizards in one of
  these forms of rational operation.
• They are proud of themselves in the degree they
  are competent in action, respect themselves in
  the degree they are autonomous, and feel
  confident of themselves in the degree they are
  strong willed. Ever in search of knowledge, this
  is the "Knowledge Seeking Personality" --
  trusting in reason and hungering for achievement.
  They are usually pragmatic about the present,
  skeptical about the future, solipsistic about the
  past, and their preferred time and place are the
  interval and the intersection. Educationally they
  go for the sciences, avocationally for
  technology, and vocationally for systems work.

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Idealist NFs

• IDEALIST NFs, being ABSTRACT in communicating and
  COOPERATIVE in implementing goals, can become
  highly skilled in DIPLOMATIC INTEGRATION. Thus
  their most practiced and developed intelligent
  operations are usually teaching and counseling
  (NFJ mentoring), or conferring and tutoring (NFP
  advocating). And they would if they could be
  sages in one of these forms of social
  development. The Idealist temperament have an
  instinct for interpersonal integration, learn
  ethics with ever increasing zeal, sometimes
  become diplomatic leaders, and often speak
  interpretively and metaphorically of the abstract
  world of their imagination.
• They are proud of themselves in the degree they
  are empathic in action, respect themselves in the
  degree they are benevolent, and feel confident of
  themselves in the degree they are authentic.
  Idealist types search for their unique identity,
  hunger for deep and meaningful relationships,
  wish for a little romance each day, trust their
  intuitive feelings implicitly, aspire for
  profundity. This is the "Identity Seeking
  Personality" -- credulous about the future,
  mystical about the past, and their preferred time
  and place are the future and the pathway. 
  Educationally they go for the humanities,
  avocationally for ethics, and vocationally for
  personnel work.

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Artisan SPs

• ARTISAN SPs, being CONCRETE in communicating and
  UTILITARIAN (ends justify the means) in
  implementing goals, can become highly skilled in
  TACTICAL VARIATION. Thus their most practiced and
  developed intelligent operations are usually
  promoting and operating (SPT expediting), or
  displaying and composing (SPF improvizing). And
  they would if they could be virtuosos of one of
  these forms artistic operation.
• Artisans are proud of themselves in the degree
  they are graceful in action, respect themselves
  in the degree they are daring, and feel confident
  of themselves in the degree they are adaptable.
  This is the "Sensation Seeking Personality" --
  trusting in spontaniety and hungering for impact
  on others. They are usually hedonic about the
  present, optimistic about the future, cynical
  about the past, and their preferred time and
  place is the here and now. Educationally they go
  for arts and crafts, avocationally for
  techniques, and vocationally for operations work.

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Guardian SJs

• GUARDIAN SJs, being CONCRETE in communicating and
  COOPERATIVE in implementing goals, can become
  highly skilled in LOGISTICS. Thus their most
  practiced and developed intelligent operations
  are often supervising and inspecting (SJT
  adminstering), or supplying and protecting (SJF
  conserving). And they would if they could be
  magistrates watching over these forms of social
  facilitation. They are proud of themselves in the
  degree they are reliable in action, respect
  themselves in the degree they do good deeds, and
  feel confident of themselves in the degree they
  are respectable.
• In search of security as they are the "Security
  Seeking Personality" -- trusting in legitimacy
  and hungering for membership. They are usually
  stoical about the present, pessimistic about the
  future, fatalistic about the past, and their
  preferred time and place is the past and the
  gateway. Educationally they go for commerce,
  avocationally for regulations, and vocationally
  for materiel work.