Published on May 5, 2016
1. mb ti Be who you are and say what you feel, because those who mind don’t matter and those who matter don’t mind. Theodore Seuss
2. Arena Blind Spots Mask Potential I Know, You Know I Don’t Know, You Know I Know, You Don’t Know Nobody Knows
3. DISC OVER YOUR EDGE HEREDITY ROLE MODEL EXPERIENCES
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8. ISTJ LOGISTICIAN Practical and fact-minded individuals, whose reliability cannot be doubted. ISFJ DEFENDER Very dedicated and warm protectors, always ready to defend their loved ones. INFJ ADVOCATE Quiet and mystical, yet very inspiring and tireless idealists. INTJ ARCHITECT Imaginative and strategic thinkers, with a plan for everything. ISTP VIRTUOSO EBold and practical experimenters, masters of all kinds of tools. ISFP ADVENTURER Flexible and charming artists, always ready to explore and experience something new. INFP MEDIATOR Poetic, kind and altruistic people, always eager to help a good cause. INTP LOGICIAN Innovative inventors with an unquenchable thirst for knowledge. ESTP ENTREPRENEUR Smart, energetic and very perceptive people, who truly enjoy living on the edge. ESFP ENTERTAINER Spontaneous, energetic and enthusiastic people – life is never boring around them ENFP CAMPAIGNER Enthusiastic, creative and sociable free spirits, who can always find a reason to smile. ENTP DEBATER Smart and curious thinkers who cannot resist an intellectual challenge. ESTJ ADMINISTRATOR Excellent administrators, expert at managing things and people. ESFJ CONSUL Extraordinarily caring, social and popular people, always eager to help. ENFJ PROTAGONIST Charismatic and inspiring leaders, able to mesmerize their listeners. ENTJ COMMANDER Bold, imaginative and strong- willed leaders, always finding a way – or making one. TYPES
9. Carl Gustav Jung “What appears to be random behaviour is actually the result of the way people prefer to use their mental capacities” Perceiving Taking in information and analysing it Judging Using the information for something concrete, like making decisions
10. PERCEPTION JUDGMENT SENSING INTUITION THINKING FEELING WE TAKE IN INFORMATION WE MAKE DECISIONS BASED ON INFORMATION JUNG’SMENTAL PROCESSES
11. ACTIVITY Write the word ATTITUDE 10 times with your master hand. Now Write the word ATTITUDE 10 times with your non-master hand.
12. 4THINGS MBTI is as powerful as the power you give it. There are no better bad/wrong types, only diﬀerences. Use it to calibrate with others better to find common ground. They do not predict behaviour, skills or abilities.
13. FAVOURITE WORLD INTERPRETING INFORMATION DECISIONS STRUCTURE E I S N T F P J
14. BOTH SCALES ARE COMPLEMENTARY AND PERHAPS USED BY PEOPLE AT DIFFERENT TIMES, BUT ONE IS USUALLY PREFERRED AND BETTER DEVELOPED. e i CLEAR CLEARMODERATE MODERATESLIGHT SLIGHT
15. E I Which world do you live in ? Where do you get your energy from? EXTRAVERSION INTRAVERSION Natural focus on External World Natural focus on Internal World
16. E I Which world do you live in ? Where do you get your energy from? e i Gain stimulation from the outside, physical world People, Objects, Events, Environment Gain stimulation from the inner world Ideas, Thoughts, Reﬂections
17. e i Gets energy from people, things, events, external environment Gets energy from internal thoughts, emotions, reﬂections
18. e i Act ﬁrst, then reﬂects Reﬂects ﬁrst, then acts
19. e i Loves to express ideas and thoughts on external environment Loves to reﬂects on ideas and thoughts internally
20. e i Gives breadth to life Gives depth to life
21. 1. Working alone 2. Focusing on one thing 3. Reﬂecting before taking action 4. Lack of face-to-face communication e STRESSORS 1. Working with others 2. Multiple tasks and interactions 3. Having to act without reﬂection 4. Interacting with others frequently i
22. e DESCRIPTORS i Active Outward Sociable Open Expressive Spontaneous Enthusiastic Reﬂective Inward Reserved Private Quiet Introspective Deep
23. S N How do you take in information? SENSING INTUITION Taking in information in a sequential, step-by- step way Taking in information in a snapshot, big picture way
24. S N How do you take in information? s n Look at the hard facts that you can directly access with your senses at the moment Go beyond what is real and concrete and focus on meaning, associations, relationships and patterns What kind of data do we rely upon?
25. s n All about the facts and details All about gut feeling and patterns and possibilities
26. s n Practical and Concrete Conceptual and Abstract
27. s n Starts at the beginning and take one step at a time Start anywhere and would randomly jump steps
28. s n Speciﬁc and Literal Vague and metaphorical
29. s n Concerned with the here and now Concerned with the What Could Be?
30. 1. Having to attend to their own and others’ insights 2. Having to do old things in a new way 3. Having to give an overview without details 4. When required to look at possibilities and meaning s STRESSORS 1. Have to attend to details 2. Having to do things the proven and routine way 3. Needing to check on accuracy of facts 4. When required to be practical n
31. s DESCRIPTORS n Details Practical Facts Accurate Sequential Repetition Literal Patterns Imaginative Random Change Innovations Future Figurative
32. T F How do you make decisions? THINKING FEELING Making decisions by stepping back from situation and taking an objective view Making decisions by stepping into situations and take an empathetic view
33. T F How do you take in information? t f Make decisions based on impersonal, observable logic Make decisions based on person-centric, values-based process What kind of data do we rely upon?
34. t f Use logic to analyse situation Use values to understand situation
35. t f Focus on facts and principles Focus on values of organisation
36. t f Focus on outcomes and tasks Focus on relationships and harmony
37. t f Sees things as a neutral party, from outside Sees things from within, as a participant
38. t f Good at analysing plans Good at understanding people
39. 1. Adjusting to individual differences and needs 2. Focusing on processes and people 3. Noticing and appreciating what is positive t STRESSORS 1. Analysing situations objectively 2. Setting criteria and standards 3. Critiquing and forcing on ﬂaws and blind spots f
40. t DESCRIPTORS f Head Objective Impersonal Critique Analyse Principles Heart Subjective Empathetic Appreciate Understand Values
41. P J How do you structure your life? How do you relate to the external world? PERCEIVING JUDGING A spontaneous approach to meet deadlines with a rush of activity A planned approach to meet deadlines in a structured way
42. P J How do you take in information? p j Seek to experience the world, not organise it Look at the world and see options to be explored Want the outside world to be organised and orderly Look at the world and see decisions to be made What kind of data do we rely upon?
43. p j Likes to respond resourcefully to changing situations Likes to make plans and follow them
44. p j Likes to leave things open, gathering more information Likes to get things settled and ﬁnished
45. p j Likes environments that are ﬂexible, dislike rules and limits. Likes environments that have structure and clear limits
46. p j Often loves the rush to complete things last minute Plans ahead to avoid last-minute rushes
47. 1. Having to organise themselves around a ﬁxed structure 2. Working with timeframes and deadlines 3. Contingency plans 4. Others’ distrust of last- minute energy p STRESSORS 1. Waiting for structure to emerge from process 2. Too much ﬂexibility around deadlines and timelines 3. Staying open to changes 4. Surprises j
48. p DESCRIPTORS j Flexible Flow Experience Curious Spontaneous Openness Receptive Organised Structured Control Decisive Deliberate Plan Productive
49. What does your 4 letters say about you?
50. fn 1. Look at your 4 letter combo 2. Look at your P-J dichotomy to determine your dominant function 3. If you are an E, take reference from your P-J dichotomy to see if your dominant function lies on the P or J scale 4. If you are a P, your dominant is either S or N 5. If you are a J, your dominant is either T or F E/I S/N T/F P/J dominant
51. fn 1. If you are an introvert, you prefer to put your dominant function in the internal instead of the external world 2. So look at your J-P dichotomy 3. If you score a J, your dominant function lies in the opposite P function of S/N E/I S/N T/F P/J dominant
52. fn E/I S/N T/F P/J AUXILIARY P J E I BALANCE BALANCE FOR EXAMPLE, E N F P Ne FieXTROVERTED INTUITION INTROVERTED FEELING
53. Se extra verted sensing Extraverted Sensing is the strong awareness of the physical world. We enjoy the thrill of actions and impulses in the present moment. We act on our experiences imm ediately. We experience the sights, sounds and smells of the world around us to our fullest extent.
54. Si intro verted sensing Introverted Sensing is the storing of data and then the comparison of that data with other experiences. For example, when we see a movie that reminds us of another similar movie. Or when we see a person that reminds us of someone else. We also use past experiences to learn how to handle similar current situations. There is great attention to detail with Introverted Sensing.
55. Ne extra verted INTUITION Extraverted Intuiting involves seeing all possibilites of a subject and believing that each one has a possibility of being true. We can juggle many ideas at once, and ﬁnd that this cognitive function makes it easy and enjoyable to brainstorm. This also involves expression of our hunches and perspectives on our environment. Extraverted Intuiting involves coming to conclusions about ideas from one major idea.
56. Ni INTRO verted INTUITION This function allows a person to gain a sense about the future by processing data through impressions and meanings. We ﬁnd ourselves discovering how the future will be by signs, trends, and patterns. We will ﬁnd relationships between many ideas, and ﬁnd ideas similar to those ideas in order to look for a main idea that is made up of these smaller ideas. These ideas and similar ideas come to one main idea that will turn out to be true and give the sense of an "Aha!" moment.
57. Te extra verted THINKING Extraverted thinking helps to create order out of chaos. They organize the environment through charts, graphs, outlines, etc. It allows us to pick out what is necessary and ﬁgures out the most efﬁcient way to complete an objective. Extraverted Thinkers love a challenge because it attests to their skills. They will almost always follow through with a project.
58. Ti intro verted thinking Introverted Thinking ﬁnds ways to express an idea that is to the point and concise. We analyze, categorize, and evaluate to ﬁgure out whether something ﬁts into the larger framework. We ﬁgure out the precise problem of an idea or concept and then work to ﬁx it. We often are checking for inconsistencies in the world, and we often take things apart to understand how it works. We use models to see how things should be, and look at both sides of issues to determine inconsistencies.
59. Fe extra verted feeling Extraverted Feeling involves considering other peoples feelings to a great level. We often try to help everyone get along, and we may often disclose our own feelings and take on others' as our own. We like to determine what will work best for the group in order to honor and consider everyones values and feelings. We accomodate ourselves and others by deciding what is appropriate and acceptable in that setting. We often use social graces by being polite, considerate, and appropriate. We often respond to people's expressed or unexpressed wants or desires.
60. Fi intro verted feeling Introverted Feeling acts as a ﬁlter- it often is considering the worth of something based on the truth in which it is based. We decide whether something is worth standing up for based on its truth and signiﬁcance. We often have feelings of a persons essence and this helps us to determine if something is fake or true. Introverted Feeling is often expressed through actions and feelings rather than words.
61. 4 4EXTRAVERTED INTRAVERTED WAYS OF WORKING
62. RESPONDERS ACT & ADAPT E S F P E S T P First impulse is to act Observant and Quick Spontaneous in the now Fixing things right away Act.Observe.React.
63. EXPLORERS INNOVATE & INITIATE E N F P E N T P Associations and Patterns Find Unseen Connections Possibilities What Could be not what is Change Makers Create new things
64. EXPEDITORS DIRECT & DECIDE E S T J E N T J Logical Analysis Flaws and Blind Spots Organised & Efﬁcient Move people to get things done Solve complex problems
65. CONTRIBUTORS COMMUNICATE & COLLABORATE E S F J E N F J Relationships, Values, Opinions, Interactions Connect & Create Harmony Appreciate and Celebrate Contributions Organize things to meet the needs of others
66. ASSIMILATORS SPECIALIZE & STABILIZE I S F J I S T J Combine detailed knowledge with past experience Loves the collection of knowledge Use this as a tool to make decisions and choices Rely on proven methods
67. VISIONARIESINTERPRET & IMPLEMENT I N F J I N T J Find meaning in data, ideas, experiences Create mental models to interpret experiences Create complex plans & improve processes to achieve possibilities
68. ANALYZERSEXAMINE & EVALUATE I S T P I N T P Analyse and make logical decisions Collect information, rigour of self-questioning Rely on proven theories to problem solving Test and prototype their ideas Experiment and see how
69. ENHANCERSCARE & CONNECT I S F P I N F P Create personal relation- ships to situations Thoughtful and connected to how others feel Accomodate and put others’ needs ﬁrst Assess and evaluate situations by relating them to human values
70. REFLECTIONS 1. What is unique about us that makes us stand out from the crowd? 2. What value do we add to a team? 3. How do we act in times of conﬂict? 4. What motivates us ?