personality transp gb
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Personality Topics List
Objective........................................................................................................................................................2
EIGHT BASIC BEHAVIOR PATTERNS....................................................................................................4
TEMPERAMENTS AND TIME...................................................................................................................8
STRESS MANAGEMENT............................................................................................................................9
TRUTHS ABOUT PEOPLE........................................................................................................................10
FUN ACTIVITY..........................................................................................................................................11
APPENDIX 1MYERS-BRIGGS INVENTORY................................................................................................................13
APPENDIX 2CONFLICT MANAGEMENTSURVEY......................................................................................................................................................24
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ObjectiveUpon completion of this module, you should
understand:
The role-played by personality in both styles of
learning and styles of training.
The eight basic behavior patterns.
Stress management for the eight preferences.
How to shift your awareness level out of yourself and into others and to understand themotives for their behavior using the Myers-Briggs Typology Inventory.
Different conflict management styles.
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Personality & Learning Skills
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PERSONALITY ANDLEARNING
WHERE DO YOU BELONG?
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EIGHT BASICBEHAVIOR PATTERNS
We all generate the energy required to participate inour world, gather information about that world, andmake decisions about the information we gather andthen take action based on our decisions. However,we all do these things in different ways.Carl Jung laid the groundwork for a method of personality analysis that Isabel Myers-Briggs later developed into a full-fledged system. Her system hasbeen tested and has proved accurate across gender,culture, educational level, age group, ethnic and
religious group, social status, nationality and more.It is currently the most widely used system of personality analysis in the business world.Jungs premise was that people manifest their energyas either introverts or extroverts. They prefer to
interact with their world either through intuition or their senses, tend either to feel strongly about issuesor use logic to analyze them. They also prefer either to come to clear-cut decisions or to keep the processof analysis open-ended.
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These four basic drives and two basic modes of each form eightbasic behavior patterns, as the chart below indicates:
GENERATINGENERGY GATHERINGINFORMATIONEXTROVERTS : gainenergy from face to faceinteraction with people,activities, thinking outloud; like to know whatsgoing on; open andexpressive bodylanguage
SENSORS : learn throughpractical, hands-onexperience; prefer details, facts, logicalsequence, guidelines andrules; realistic,straightforward.
INTROVERTS : gainenergy from being aloneor with close friends,relating one on one; tendto reflect on thingsbefore speaking; subtle
and reserved bodylanguage.
INTUITIVES : seek meaning of experiencesand relationship betweenconcepts; inventive,original, enterprising,independent; prefer big
picture approach.
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TAKING ACTION MAKING DECISIONSJUDGERS: like to bringthings to a conclusion,making things happen,may even take action for others; plan their work and live by the plan; likeschedules, goals,
objectives, follow-through; dont likechanges
THINKERS: makedecisions in a logical,analytical way; objectiveand detached,impersonal; want toknow goals andobjectives first, analyze
possible problems.
PERCEIVERS: prefer towait and see, postponemaking decisions;flexible, able to handlechanges; adapts to anunplanned course,incorporates newinformation constantly;
receptive, adaptable,work best with autonomyand openness.
FEELERS: concernedwith impact of decisionson people; rely onpersonal experience,human element, tact,friendly persuasion.
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Testing indicates that these behavior patterns areunevenly distributed across the population. For example, while the thinking/feeling and
judging/perceiving polarities are evenly divided,75% of the population tends toward extroversion andsensing, while only 25% tend toward introversionand intuition.
The percentage of the population of each of thesixteen basic personality types that result from fullycross-referencing both modes of each drive differswidely, as is indicated in the charts on the followingpages, which outline the major characteristics of each personality profile.
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TEMPERAMENTS AND TIME
Because the sensory mode of data-gathering is so fact-oriented, it isusually paired with the mode of taking action. Because the intuitivemode of data-gathering is so concept-oriented, it is usually paired withthe mode of making decisions (evaluating).
ASSETS LIABILITIES
SENSING - JUDGERS Good at time management Most down-to earth Most realistic Able to throw things out
Rigid about schedules Hooked on responsibility Cant relax Hates to wait for others
SENSING - PERCEIVERS Meets immediate needs of a
situation Flexible and pliable Handles emergencies well Adapts to scheduled changes
Efforts get scattered Change directions often Theres always tomorrow Bowled over by the moment
INTUITIVE - FEELERS Sensitive to people Gives people all the time they need Time is oriented toward others
needs Time is for finding lifes purpose
Difficulty saying no Feels guilty if they dont give
others time Neglects own time needs Wastes time searching for self
2.INTUITIVE - THINKERS Time is conceptual, impersonal,
part of a bigger system Time is a tool
It is enough just to think itthrough without taking action
Time is in the mind only Peoples needs may suffer
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STRESSMANAGEMENT
It should come as no surprise that each personality preference alsoreacts to stress differently, and can learn to handle stress moreeffectively using different techniques.
WHEN STRESSED, THEY NEED TO EXPAND & DEVELOP, THEYSHOULD:
E A chance to express, the opportunity totalk and share
Try taking notes or writing in a journal;spend concentrated reflection time
I A chance to write, reflect, and meditate Try an extemporaneous discussion or sharing of something personal
S The specifics spelled out carefully and agood experiential event
Try fantasizing to music or imagining anddiscussing the unknown
N A chance to add to the design with their own imagination and an opportunity toconnect the learning to their ownexperience
Try experiencing the world of the senses;doing some detailed assignment, eventhings like proofreading or bookkeeping
T An opportunity to analyze the situation,
to confront things and challenge them;often they like a win/lose reward
Try experiencing powerlessness or lack of
control; exploring the world of nonverbalcommunication
F Affirmations and positive rewards, ahappy learning climate; seeing the valueof what is being learned for themselvesand others
Try learning for the sake of the idea itself,with no other use or reward; doing someobjective analysis and sticking to aconclusion, even if it is against their personal values
J An agenda, a schedule, a plan,handouts, and charts, like this one
Try having no agenda for some part of thecourse, just winging it an not following the
schedule now and then to see if somethingpositive can result
P Room to move, to know that there arerewards even if assignments arentcompleted or deadlines are missed; theopportunity for self-pacing and self-determination
Try contemplating some of the material ontime and without changing it; notwandering down extraneous paths
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TRUTHS ABOUT PEOPLE
People want to feel good about themselves andtheir careers
People want to feel good about others and howthey interact with others.
People think and experience feelings indifferent ways and for different reasons.
People make the primary contributions to anytask, project or goal.
People tend to judge other people through theirown frameworks and to see the world onlythrough their own eyes.
People are a critical resource.
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FUN ACTIVITY
Purpose
To practice the skills of self-disclosure and understanding behavior patterns for different people.
ProcedureAsk participants to work individually.
Distribute the handout and ask participants to complete and writedown their answers to the seven questions on the worksheet (given onnext page).
Allow 15-20 minutes.
Stress that the participants must not write their names on the sheet.After the time has elapsed, distribute each worksheet so that no
participant receives their own, but they also do not know whose sheetthey have.
Ask participants to guess whose sheet they have, based on the answersgiven, and write this name on the top of the page.
Review answers with the group as a whole, discussing both why theyidentified a certain individual and perhaps the answers on the sheetthemselves.
Discussion pointsWhat clues were contained in the answers
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WORKSHEET FOR FUN ACTIVITY
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Coat of Arms
In section 1, list two things you do very well. In section 2, write your personal maxim or motto. In section 3, list what you consider to be your greatest achievement in life. In section 4, list the three individuals who have influenced you most. In section 5, list the three things about you that you consider to be most important. In section 6, list the two major goals you have for the next two years. In section 7, list the one place you most enjoy being.
1 2
4 6
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APPENDIX 1MYERS-BRIGGS INVENTORY
THE KIERSEY TEMPERAMENT SORTER1. At a party do you
a. Interact with many, including strangersb. Interact with a few, known to you
2. Are you morea. realistic than speculativeb. speculative than realistic
3. Is it worse toa. have your head in the cloudsb. be in a rut
4. Are you more impressed bya. principlesb. emotions
5. Are you more drawn toward the
a. convincingb. touching
6. do you prefer to worka. to deadlinesb. just whenever
7. Do you tend to choosea. rather carefullyb. somewhat impulsively
8. At parties do youa. stay late, with increasing energyb. leave early, with decreased energy
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9. Are you more attracted toa. sensible peopleb. imaginative people
10. Are you more interested ina. what is actualb. what is possible
11. In judging others are you more swayed bya. laws than circumstancesb. circumstances than laws
12. In approaching others, is your inclination to be somewhata. objectiveb. personal
13. Are you morea. punctualb. leisurely
14. Does it bother you more having thingsa. incompleteb. complete
15. In your social groups do youa. keep abreast of others happeningsb. get behind on the news
16. In doing ordinary things, are you more like toa. do it the usual wayb. do it your own way
17. Writers shoulda. say what they mean and mean what they say
b. express things more by use of analogy
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18. Which appeals to you morea. consistency of thoughtb. harmonious human relationships
19. Are you more comfortable in makinga. logical judgmentsb. value judgments
20. Do you want thingsa. settled and decidedb. unsettled and undecided
21. Would you say you are morea. serious and determined
b. easy-going
22. In phoning do youa. rarely question that it will all be saidb. rehearse what youll say
23. Factsa. speak for themselvesb. illustrate principles
24. Are visionariesa. somewhat annoyingb. rather fascinating
25. Are you more oftena. a cool-headed personb. a warm-hearted person
26. Is it worse to be
a. unjustb. merciless
27. Should one usually let events occur a. by careful selection and choiceb. randomly and by chance
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28. Do you feel better abouta. having purchasedb. having the option to buy
29. In company do youa. initiate conversationb. wait to be approached
30. Common sense isa. rarely questionableb. frequently questionable
31. Children often do nota. make themselves useful enough
b. exercise their fantasy enough
32. In making decisions, do you feel more comfortable witha. standardsb. feelings
33. Are you morea. firm than gentleb. gentle than firm
34. Which is more admirablea. the ability to organize and be methodicalb. the ability to adapt and make do
35. Do you put more value on thea. definiteb. open-ended
36. Does new and non-routine interaction with others
a. stimulate and energize youb. tax your reserves
37. Are you more frequentlya. a practical sort of personb. a fanciful sort of person
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38. Are you more likely toa. see how others are usefulb. see how others see
39. Which is more satisfyinga. to discuss an issue thoroughlyb. to arrive at agreement on an issue
40. Which rules you morea. your headb. your heart
41. Are you more comfortable with work that isa. contracted
b. done on a casual basis
42. Do you tend to look for a. the orderlyb. whatever turns up
43. Do you prefer a. many friends with brief contactb. fewer friends with more lengthy contact
44. Do you go more bya. factsb. principles
45. Are you more interested ina. production and distributionb. design and research
46. Which is more of a compliment
a. there is a very logical personb. there is a very sentimental person
47. Do you value in yourself more that you area. unwaveringb. devoted
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48. Do you more often prefer thea. final and unalterable statementb. tentative and preliminary statement
49. Are you more comfortablea. after a decisionb. before a decision
50. Do youa. speak easily and at length with strangersb. find little to say to strangers
51. Are you more likely to trust your a. experience
b. hunch
52. Do you feela. more practical than ingeniousb. more ingenious than practical
53. Which person is more to be complimented, one of a. clear reasonb. strong feeling
54. Are you inclined more to bea. fair-mindedb. sympathetic
55. Is it preferable mostly toa. make sure things are arrangedb. just let things happen
56. In relationships, should most things be
a. re-negotiableb. random and circumstantial
57. When the phone rings do youa. hasten to get to it firstb. hope someone else will answer
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58. Do you prize more in yourself a. a strong sense of realityb. a vivid imagination
59. Are you drawn more toa. fundamentalsb. overtones
60. which seems the greatest error a. to be too passionateb. to be too objective
61. Do you see yourself as basicallya. hard-headed
b. soft-hearted
62. Which situation appeals to you morea. the structured and scheduledb. the unstructured and unscheduled
63. Are you a person that is morea. routinized than whimsicalb. whimsical and routinized
64. Are you more inclined to bea. easy to approachb. somewhat reserved
65. In writings do you prefer a. the more literalb. the more figurative
66. Is it harder for you to
a. identify with othersb. utilize others
67. Which do you wish more for yourself a. clarity of reasonb. strength of compassion
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68. which is the greater faulta. being indiscriminateb. being critical
69. Do you prefer thea. planned eventb. unplanned event
70. Do you tend to be morea. deliberate than spontaneousb. spontaneous than deliberate
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APPENDIX 2CONFLICT MANAGEMENT
SURVEYCONFLICT MANAGEMENT STYLE
IF IN A CONFLICT YOU:
act as an adversary demand personal victory
demand concessions are hard on people
distrust the other side dig in during negotiations
want a single answer that willsatisfy you
insist on your position as right
try to win apply pressure
make threats wont reveal the bottom line
YOU HAVE A WIN/LOSE CONFLICT STYLE
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IF IN A CONFLICT YOU:
act as a friend search for agreement
are willing to concede are soft on people
trust the other side change positions easily
accept one-sided losses for thesake of harmony
are willing to search for ananswer others will accept
insist on agreement try to avoid a contest
make premature offers disclose your bottom line
YOU HAVE A YIELD/LOSE CONFLICT STYLE
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IF IN A CONFLICT YOU:
know that you have to give andtake
state your position as a hard-liner
disagree with others positions maintain a contest atmosphere
begin to soften your position start to bargain for equalconcessions
are willing to trade or add itemsto reach agreement
reluctantly accept some of their points
are both soft and hard on people leave the negotiations with amixture of items
feel half satisfied and half frustrated
are glad that the contest is over
YOU HAVE A COMPROMISE CONFLICT STYLE
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IF IN A CONFLICT YOU:
wish you could run away dismiss the issues
are indirect in your responses remain silent when pressure isapplied
try to change the topic deny any conflict
psychologically remove yourself physically remove yourself
give everything away yield to pressure
are extremely soft on people develop symptoms likeheadaches and stomach pains
YOU HAVE A LOSE/LEAVE CONFLICT STYLE
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IF IN A CONFLICT YOU:
see yourself as a participant in aproblem
see the outcome as a wisesolution
are soft on people are hard on the problem
recognize emotions arelegitimate
proceed independent of trust
focus on each others concerns validate each others concerns
explore each others concerns look for areas of mutual concern
brainstorm for options develop options to choose fromlater
insist on using objective criteria use reason rather than pressure
yield to principle but not topressure
YOU HAVE A WIN/WIN CONFLICT STYLE
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