Tees Valley Public Health Shared Services Valuing the Difference Workshop

1. Tees Valley Public Health Shared ServicesValuing the Difference Workshop Friday 12th July 2013

2. Myers Briggs Type Indicator- provide a framework to: • Helps you to understand yourself and others • There are no right or wrong • Explores different styles • Helps us to expect and value differences

3. Myers Briggs Type Indicator • Showing preference for one of two opposites on four dimensions (or in four different areas) • when your preferred approach is used you generally feel most confident and natural • we use both preferences at different times, but not both at once or with equal comfort and confidence

4. MYERS-BRIGGS TYPE INDICATOR ( MBTI ) - HISTORY • Based on C.G.Jung’s theory of personality types • Two types of people, extroverts and introverts (where we get our energy) • 10 years of research, subdivided extravert and introvert types into 8 types (mental functions) • sensing versus intuition (how we process information) • thinking versus feeling (how we make decisions) • Myers and Briggs built on Jung’s research – extended model by adding judging and perceiving dichotomy (how we deal with the outer world)

5. MBTI Four Dimensions • Introvert Extrovert • iNtuitiveSensing • Thinking Feeling • Perception Judging

6. Energy EXTRAVERSION INTROVERSION Being energised through contact with other people or through engaging in activities (the outer world) Being energised through ideas, quiet times, or solitude (the inner world) RM 3-7

7. E (Extrovert) Initiating Sociable, congenial, introduce people Expressive Demonstrative, easier to know, self revealing Gregarious Seek popularity, broad circle of friends Active Interactive, want contact Enthusiastic Lively, energetic, seek spotlight I (Introvert) Receiving Reserved, low key, are introduced Contained Controlled, harder to know, private Intimate Seek intimacy, one to one, find individuals Reflective Onlooker, prefer space Quiet Calm, enjoy solitude, seek background Where do you prefer to focus your attention. How are you energised?

8. E Prefer to communicate by talking Work out ideas by talking them through Learn best by doing or discussing Have broad range of interests Sociable and expressive Readily take initiative in work and relationships I Prefer to communicate in writing Work out ideas by reflecting on them Learn best by reflection and mental ‘practice’ Focus in depth on their interests Private and contained Take initiative when the situation or issue is very important to them How are you energised?

9. Talking in a Group

10. Something to be aware of …… E’s may think I’s are withholding information when they are processing internally.I’s may think E’s are changing their minds when they are processing a decision verbally

11. S (Sensing) Concrete Exact facts, literal, tangible Realistic Sensible, matter of fact, seek efficiency Practical Pragmatic, results orientated Experiential Hands-on, trust experience Traditional Conventional, customary, tried and tested How do you take in information? • N (iNtuition) • Abstract • Figurative, symbolic, intangible • Imaginative • Resourceful, inventive, seek novelty • Conceptual • Ideas orientated • Theoretical • Seek patterns, hypothetical, trust theories • Original • Unconventional, different, new and unusual

12. S Present realities Factual and concrete Focus on what is real and actual Observe and remember details Build carefully and thoroughly towards conclusions Understand ideas and theories through practical applications Trust experience How do you take in information? • N • Future possibilities • Imaginative and creative • Focus on patterns and meanings in data • Remember details when they relate to a pattern • Move quickly to conclusions, follow hunches • Want to clarify ideas and theories before putting them into practice • Trust inspiration

13. Something to be aware of …… S’s may think N’s are changing the subject when they are generating new possibilitiesN’s may think S’s are unimaginative when they are being realistic about practical matters

14. “A frequent mistake Intuitive types make in communicating about change is to assume that the amount of information that convinced them of the need for change will be sufficient for the sensing type”. • Sue G Clancy Developing leaders

15. Two ways of making decisions(Judgement) Thinking Decisions - Makes decisions based on objective analysis and logic Feeling Decisions - Makes decisions based on personal values and convictions

16. T (Thinking) Logical Impersonal, seek impartiality, objective analysis Reasonable Truthful, cause and effect, apply principles Questioning Precise, challenging, want discussion Critical Sceptical, want proof Tough Firm, tough minded, ends orientated F (Feeling) Empathetic Personal, seek harmony, central values Compassionate Tactful, sympathetic, loyal Accommodating Approving, agreeable, want harmony Accepting Tolerant, trusting, give praise Tender Gently, tender hearted, means orientated How do you prefer to make decisions?

17. T Analytical Use case and effect reasoning Solve problems with logic Strive for an objective standard of truth Reasonable Can be ‘tough minded’ Fair – want everyone to be treated equally F Empathetic Guided by personal logic Assess impacts of decisions on people Strive for harmony and positive interactions Compassionate May appear ‘tender hearted’ Fair want everyone to be treated as an individual How do you prefer to make decisions?

18. Something to be aware of …… T’s may think F’s are over personalising when they focus on the impact on the individualF’s may think T’s are harsh and cold when they take a detached problem solving point of view

19. T’s - Business before relationship. • Its about what makes sense. • F’s - Relationship before business. • What matters is harmony.

20. And finally….approach to life JUDGING PERCEIVING

21. J (Judging) Systematic Orderly, structured, dislike diversions Planned Future focused, advanced planner, like firm plans Early starting Motivated by self discipline, steady progress, late start stressful Scheduled Want routine, make lists, procedures help Methodical Plan specifics tasks, note subtasks, organised P (Perceiving) Casual Relaxed, easygoing, welcome diversions Open ended Present focused, go with flow, make flexible plans Pressure prompted Motivated by pressure, bursts and spurts, find early starting unstimulating Spontaneous Want variety, enjoy the unexpected, procedures hinder Emergent Plunge in, let strategies emerge, adaptable Which lifestyle do you prefer?

22. J Scheduled Organise their lives Systematic Methodical Make short and long term plans Like to have things decided Try to avoid last minute stresses P Spontaneous Flexible Casual Open ended Adapt, change course Like things loose and open to change Feel engergised be last minute pressures Which lifestyle do you prefer?

24. Something to be aware of …… J’s may think P’s are lazy or procrastinating when they are trying to keep their options openP’s may think J’s are rigid and controlling when they are structuring and organising

25. Perceivers try to avoid pain through adapting and harmonising with the environment. • Judgers seek to avoid painful experiences through judging and controlling their environment • Isabelle Briggs Myers and Peter B Myers

26. Doesn’t type fence you in? ‘For most people really understanding their own type in particular and other people’s type in general is a releasing experience rather than a restricting one. It sets one free to recognise ones own natural bent and to trust one’s own potential for growth and excellence with no obligation to copy anyone else, however admirable that person may be in his or her own different way’. Isabel Myers

27. ISTJ ISFJ INFJ INTJ 13.7% 12.7% 1.7% 1.4% M: 19.7% M: 7.0% M: 1.6% M: 2.5% F: 8.6% F: 17.7% F: 1.7% F: 0.5% ISTP ISFP INFP INTP 6.4% 6.1% 3.2% 2.4% M: 10.8% M: 3.7% M: 3.6% M: 4.1% F: 2.5% F: 7.9% F: 2.8% F: 1.0% ESTP ESFP ENFP ENTP 5.8% 8.7% 6.3% 2.8% M: 8.2% M: 6.1% M: 5.1% M: 3.6% F: 3.7% F: 11.0% F: 7.5% F: 2.1% ESTJ ESFJ ENFJ ENTJ 10.4% 12.6% 2.8% 2.9% M: 11.6% M: 6.0% M: 2.0% M: 4.3% F: 9.5% F: 18.5% F: 3.4% F: 1.7% UK population type table

29. Career development MBTI - Applications Dealing with Change Communication and meetings Career development Team frustrations Facilitation and presentation skills

30. Type Differences During Change • Groups: IS, EN, IN, ES • During times of change: • what do you need • what do you bring • what irritates you

31. Differences During Change • Groups: ST, NT, SF, NF • What do you need to ‘sell you a change idea ?’

32. Type and ‘selling’ an idea sensing ST - will focus on meeting practical needs SF - will form bond of loyalty to idea or person thinking feeling NT - will test competence during interaction NF – will look for shared values iNtuition

33. Extraversion Time to talk about what is going on. Involvement - something to do. Communication, Communication, Communication. To be heard - to have a voice. Action, getting on with it, keeping up the pace. Sensing Real data - why is change occurring? Specifics and details about what exactly is to change. Connections between the planned changes and the past. Realistic pictures of the future that make the plans real. Clear guidelines on expectations, roles and responsibilities - or the opportunity to design them. Introversion Time alone to reflect on what is going on. To be asked what they think about things. Thought-out, written communication and one-on-one discussions. Time to think through their positions before discussions or meetings. Time to assimilate changes before taking action. Intuition The overall rationale - the global realities. A general plan or direction to play around with and develop. Chances to paint a picture of the future - to create a vision that works for them. Options - general direction but not too much structure. Opportunities to participate in designing the future, to influence the changes. What Each Preference Needs During Organisational Change

35. Use a type framework to understand that……... • differences between people are natural: not something you can change • all type preferences are positive: no aspect of preference is better or worse • the other persons preference may be directly opposite to your natural preference • the other persons preferences are clues as to how they want to be worked with / related to • their behaviour may have nothing to do with their type preference

36. MBTI Golden Rules • It is a measure of preferences – not skills, abilities or behaviour • There are no better or worse types – all types have strengths and weaknesses • Everyone uses both aspects of each dimension – but it takes more energy to use non-preferred dimensions • Your reported type can be overwritten by you because you are the best judge of your own personality type • Use the MBTI as a starting point for discussion and understanding, not an end in itself

37. Recap • I know your type! • Understand strengths and weaknesses • Understand other types • And possible areas for conflict • Apply to your relationships • At work and at home