myers briggs personality typesfor negotiation

Florida State University College of Law Research Center

Myers-Briggs Myers-Briggs Personality Types for Personality Types for

NegotiationNegotiationCollege of Law Research Center College of Law Research Center

Workshop Workshop

Spring 2010Spring 2010


Myers-Briggs DichotomiesMyers-Briggs Dichotomies

• Four dichotomiesFour dichotomies• Extraversion / Introversion (E/I)Extraversion / Introversion (E/I)• Sensing / Intuition (S/N)Sensing / Intuition (S/N)• Thinking / Feeling (T/F)Thinking / Feeling (T/F)• Judging / Perceiving (J/P)Judging / Perceiving (J/P)


16 Personality Types16 Personality Types

ISTJ ISFJ INFJ INTJ

ISTP ISFP INFP INTP

ESTP ESFP ENFP ENTP

ESTJ ESFJ ENFJ ENTJ


Population DistributionPopulation Distribution

http://www.mypersonality.info/personality-types/population-gender/


TemperamentTemperament

• Temperament predisposes us to certain ways Temperament predisposes us to certain ways of thinking , understanding, conceptualizing of thinking , understanding, conceptualizing and acting.and acting.


ExtraversionExtraversion

• More interested in the external world of people More interested in the external world of people and thingsand things

• They derive meaning from They derive meaning from connections with the external connections with the external environmentenvironment

• They maximize interactionsThey maximize interactions


IntroversionIntroversion• Interested more in the Interested more in the

internal world of ideas and internal world of ideas and conceptsconcepts

• Enjoy solitude and Enjoy solitude and introspection introspection

• Prefer to withdrawal from Prefer to withdrawal from external activities external activities


SensingSensing

• A tendency to perceive by relying on A tendency to perceive by relying on observable facts or happenings through the observable facts or happenings through the sensessenses

• Persons with this Persons with this preference are inclined preference are inclined to use practical fact to use practical fact oriented approaches oriented approaches


IntuitionIntuition

• Emphasizes concepts, theories, relationships Emphasizes concepts, theories, relationships and possibilitiesand possibilities

• Values inspiration Values inspiration


ThinkingThinking

• Make decisions impersonally, logically Make decisions impersonally, logically assessing cause and effect relationships assessing cause and effect relationships related to datarelated to data

• These people evaluate ideas and data These people evaluate ideas and data objectively and value inferences reasonably objectively and value inferences reasonably drawn from events and circumstances more drawn from events and circumstances more than any other type of evidence. than any other type of evidence.


FeelingFeeling

• They emphasize the effect They emphasize the effect the decision will have on the decision will have on people and interpersonal people and interpersonal relationshipsrelationships

• The attend more to human The attend more to human than to technical aspects of than to technical aspects of problems and value these problems and value these concerns more than any concerns more than any other type of evidence other type of evidence


JudgingJudging• Prefer a structured, scheduled, Prefer a structured, scheduled,

planned and controlled environmentplanned and controlled environment

• Tend to be organized, deliberate and Tend to be organized, deliberate and capable of making decisions with a capable of making decisions with a minimum of stress.minimum of stress.

• They are usually scheduled, They are usually scheduled, develop fixed ideas of how develop fixed ideas of how things should be done.things should be done.

• They push strongly for closure. They push strongly for closure.


PerceivingPerceiving

• Prefer a flexible, Prefer a flexible, spontaneous and adaptive spontaneous and adaptive environment. environment.

• They tend to continue to They tend to continue to collect information rather collect information rather then make a decision.then make a decision.

• Have a wait and see attitude.Have a wait and see attitude.

• Spontaneous lifestyleSpontaneous lifestyle


Extravert/Introvert at WorkExtravert/Introvert at Work

• Extraverts may see introverts as secretive, unfriendly aloof, Extraverts may see introverts as secretive, unfriendly aloof, self absorbed, slow and awkwardself absorbed, slow and awkward• When dealing with Extraverts, allow them to think out loud, use When dealing with Extraverts, allow them to think out loud, use

verbal communication, expect action, keep the conversation flowing. verbal communication, expect action, keep the conversation flowing. Let them work in groups and make oral presentations. Let them work in groups and make oral presentations.

• Introverts may see extraverts as superficial, too talkative, Introverts may see extraverts as superficial, too talkative, loose canons, overwhelming, pushy and rudeloose canons, overwhelming, pushy and rude• When dealing with Introverts ask a question and then stop to listen. When dealing with Introverts ask a question and then stop to listen.

Give them time to work alone, to finish their sentences, to learn Give them time to work alone, to finish their sentences, to learn through structure, to reflect, to communicate in writing first. through structure, to reflect, to communicate in writing first.

To Marin for providing the at work slides


Sensors/Intuitives at WorkSensors/Intuitives at Work

• Sensors can regard intuitives as unrealistic “Space cadets,” Sensors can regard intuitives as unrealistic “Space cadets,” new age, careless about details, unrealisticnew age, careless about details, unrealistic• Work with an intuitive by talking about the big picture, possibilities, Work with an intuitive by talking about the big picture, possibilities,

implications, analogies, before talking about details.implications, analogies, before talking about details.

• Intuitives can view sensors as resisting new ideas, boring, Intuitives can view sensors as resisting new ideas, boring, unimaginative, “old school.”unimaginative, “old school.”• Work with a sensor by drawing on past proven experience, focus on Work with a sensor by drawing on past proven experience, focus on

practical applications, and step by step solutions. practical applications, and step by step solutions.


Thinkers/Feelers at WorkThinkers/Feelers at Work

• Thinkers may see feelers as illogical, too emotional or trying Thinkers may see feelers as illogical, too emotional or trying too hard to pleasetoo hard to please• With thinkers: Be organized, consider cause and effect, pros and cons, With thinkers: Be organized, consider cause and effect, pros and cons,

focus on consequences, appeal to fairnessfocus on consequences, appeal to fairness

• Feelers may see thinkers as insensitive or distant or self-Feelers may see thinkers as insensitive or distant or self-involvedinvolved• With feelers: mention points of agreement, focus on their core values, With feelers: mention points of agreement, focus on their core values,

appreciate their contributions, state legitimacy of their feelings, discuss appreciate their contributions, state legitimacy of their feelings, discuss emotional impact of situationemotional impact of situation


Judgers/Perceivers at WorkJudgers/Perceivers at Work

• Judgers may view perceivers as wishy-washy procrastinators, Judgers may view perceivers as wishy-washy procrastinators, unproductive, unreliable, not seriousunproductive, unreliable, not serious• With judgers: be on time, come with agenda and conclusion, stick to With judgers: be on time, come with agenda and conclusion, stick to

plan, organizeplan, organize

• Perceivers view judgers as rigid, controlling black and white, Perceivers view judgers as rigid, controlling black and white, stubborn, trigger happystubborn, trigger happy• With perceivers: focus on process, be open to new information, expect With perceivers: focus on process, be open to new information, expect

questions, allow for discussionquestions, allow for discussion


Test Test

• http://www.humanmetrics.com/cgi-win/JTypes2.asp


The ArticleThe Article

• The following is based on the article: Peters, The following is based on the article: Peters, Don, Don, Forever Jung” Psychological Type Forever Jung” Psychological Type Theory, The Myers-Briggs Type Indicator and Theory, The Myers-Briggs Type Indicator and Learning NegotiationLearning Negotiation, 42 Drake Law Review , 42 Drake Law Review 1 (1993)1 (1993)


WHY?WHY?


NegotiationNegotiation

• Negotiation strategies require behaviors that Negotiation strategies require behaviors that many people may be adept with butmany people may be adept with but

• they may also require behaviors that many are they may also require behaviors that many are not drawn to naturallynot drawn to naturally


NegotiationNegotiation

• In analyzing your own negotiating skill in the In analyzing your own negotiating skill in the context of MBTI what specific behaviors do context of MBTI what specific behaviors do you use, or fail to useyou use, or fail to use


Why?Why?

• Type Theory suggest behaviors strongly Type Theory suggest behaviors strongly connected to a preference may become well-connected to a preference may become well-developed and comfortable making it harder developed and comfortable making it harder for persons to perform tasks associated with for persons to perform tasks associated with the opposite scale without conscious thought the opposite scale without conscious thought and substantial practice. and substantial practice.


Adversarial/Problem SolvingAdversarial/Problem Solving

• AdversarialAdversarial• Gain Maximizing Gain Maximizing

• Problem SolvingProblem Solving• Fair deal making Fair deal making


Adversarial StrategiesAdversarial Strategies

• Proceed in a linear fashionProceed in a linear fashion• Negotiators attempt to induce, persuade or deceive Negotiators attempt to induce, persuade or deceive

other into deviating from the positionsother into deviating from the positions• Threats and attacks are usedThreats and attacks are used• Inquires regarding facts and issues are evaded or Inquires regarding facts and issues are evaded or

shared reluctantly shared reluctantly


Problem Solving StrategiesProblem Solving Strategies

• Involves a cognitive commitment to searching Involves a cognitive commitment to searching for fair solutionsfor fair solutions• FlexibleFlexible• Non-linearNon-linear• First indentifies underlying needs First indentifies underlying needs • Looks for solutions that maximize potential for all Looks for solutions that maximize potential for all

partiesparties• Information is used to generate understanding Information is used to generate understanding

about each other’s interestsabout each other’s interests


Sensing/IntuitiveSensing/Intuitive

• The sensing/intuitive preference exerts the The sensing/intuitive preference exerts the most influence on legal negotiations. most influence on legal negotiations.

• ¾ of the general population are sensors¾ of the general population are sensors• In this study about 55 % of the law students were In this study about 55 % of the law students were

intuitives. intuitives.

*Peters, Don, Forever Jung” Psychological Type Theory, The Myers-Briggs Type Indicator and Learning Negotiation, 42 Drake Law Review 1 (1993)


SensorsSensors

• The sensing preference is inclined to value The sensing preference is inclined to value concrete, detailed, factual information that can concrete, detailed, factual information that can be verified by the five sensesbe verified by the five senses• This tendency can influence attitudinal and This tendency can influence attitudinal and

behavioral orientations that may be directly related behavioral orientations that may be directly related to important components of an adversarial strategy to important components of an adversarial strategy that they may cause sensors to favor this approach. that they may cause sensors to favor this approach.


SensorsSensors

• Sensors tend to prefer an adversarial strategy Sensors tend to prefer an adversarial strategy because it tends to unfold in a structured and because it tends to unfold in a structured and easily tracked and linear fashion.easily tracked and linear fashion.

• Adversarial approaches focus on limited or fixed Adversarial approaches focus on limited or fixed resources and single bargaining dimension.resources and single bargaining dimension.

• Sensors typically like to measure clearly and Sensors typically like to measure clearly and concretely what has been done and what steps concretely what has been done and what steps remain to be accomplished.remain to be accomplished.


SensorsSensors

• Sensors in an effort to gather more facts tend Sensors in an effort to gather more facts tend to ask more questions to ask more questions

• Focus on whether a settlement zone exists Focus on whether a settlement zone exists between articulated positions.between articulated positions.

• Sensors tend to pursue adversarial strategies Sensors tend to pursue adversarial strategies that “limit negotiators to searching for and that “limit negotiators to searching for and using information within its linear using information within its linear framework.”framework.”


SensorsSensors

• While sensors may avoid problem solving While sensors may avoid problem solving strategies they use adversarial strategies strategies they use adversarial strategies effectivelyeffectively• They are good at articulating and justifying They are good at articulating and justifying

positionspositions• They tend to be well prepared They tend to be well prepared • Use technically precise languageUse technically precise language• Focus on detail helps them justify positionsFocus on detail helps them justify positions


SensorsSensors

• Sensors frequently feel uncomfortable with a Sensors frequently feel uncomfortable with a problem solving approachproblem solving approach

• Sensors more comfortable with the immediate, Sensors more comfortable with the immediate, the concrete and the practicalthe concrete and the practical

• Sensors better at recognizing when the Sensors better at recognizing when the opponent is blockingopponent is blocking


SensorsSensors• Sensors are naturally inclined to focus on the Sensors are naturally inclined to focus on the

specifics.specifics.

• This helps them avoid imprecise or ineffective This helps them avoid imprecise or ineffective articulations of the problem.articulations of the problem.

• ““Sensors deal with facts and details of situations Sensors deal with facts and details of situations …. But rarely implicates the meaning and …. But rarely implicates the meaning and possibilities that could be gleaned from them.”possibilities that could be gleaned from them.”

• But, But, Deadlock may result if the compromise Deadlock may result if the compromise can’t be reached.can’t be reached.

•


Sensors/IntuitivesSensors/Intuitives

• Sensors are less effective at articulating Sensors are less effective at articulating problem-solving strategiesproblem-solving strategies• Problem solving strategies focus on Problem solving strategies focus on general general

concernsconcerns rather than specific details. rather than specific details.• Problem solving proposals get to specifics more Problem solving proposals get to specifics more

slowly while parties elaborate their needsslowly while parties elaborate their needs• Sensors may get frustrated with this methodSensors may get frustrated with this method


IntuitivesIntuitives

• Problem solving strategies used by Intuitives Problem solving strategies used by Intuitives are much less structured. are much less structured. • Focus on identifying needsFocus on identifying needs• Less focus on step by step behavioral patterns such Less focus on step by step behavioral patterns such

as reciprocal concessions and information as reciprocal concessions and information exchangeexchange

• Abstract search for interests and solutionsAbstract search for interests and solutions• But Intuitives sometimes don’t pay sufficient But Intuitives sometimes don’t pay sufficient

attention to the details attention to the details


IntuitivesIntuitives

• A female ENFP wrote:A female ENFP wrote:• I … am horrible with figures (thus the J.D. as I … am horrible with figures (thus the J.D. as

opposed to the M.D.), and when I was hit with opposed to the M.D.), and when I was hit with percentages … my brain… slowed considerably and percentages … my brain… slowed considerably and I lost my train of thought I lost my train of thought

• A male INTP wrote:A male INTP wrote:• Hell, I’m the worst numbers person there is …. I Hell, I’m the worst numbers person there is …. I

don’t want to talk numbers. Give me some abstract don’t want to talk numbers. Give me some abstract solutions, then I’ll be on cloud nine. We can hash solutions, then I’ll be on cloud nine. We can hash out the details later. out the details later.


Intuitives/SensorsIntuitives/Sensors

• Proposed solutions in problem solving strategy Proposed solutions in problem solving strategy should initially emphasize general concerns should initially emphasize general concerns rather than specific detailsrather than specific details

• Articulating proposals in problem solving Articulating proposals in problem solving strategy effectively requires behaviors strategy effectively requires behaviors inconsistent with the natural tendency of inconsistent with the natural tendency of sensors to focus on specific details.sensors to focus on specific details.

• Emphasis on general concerns rather than Emphasis on general concerns rather than specific detailsspecific details


Thinking/FeelingThinking/Feeling

• Thinkers emphasize logical and impersonal Thinkers emphasize logical and impersonal aspects of negotiationaspects of negotiation

• Impersonal form of assertivenessImpersonal form of assertiveness

• Usually prefer an adversarial approachUsually prefer an adversarial approach

• Competing to maximum gainCompeting to maximum gain

• Cooperation based on legitimate interests of Cooperation based on legitimate interests of others is more difficult for thinkersothers is more difficult for thinkers


ThinkersThinkers

• Not focusing on the needs of others is Not focusing on the needs of others is consistent with the impersonal decision consistent with the impersonal decision making tendencies of thinkersmaking tendencies of thinkers

• Focusing on the interests of others involves Focusing on the interests of others involves dealing with emotional issuesdealing with emotional issues

• Thinkers tend to respond to attacking Thinkers tend to respond to attacking comments with strongly phrased counter comments with strongly phrased counter attacks - this intensifies conflict and my lead attacks - this intensifies conflict and my lead to impasse to impasse


FeelersFeelers

• Feelers are naturally attracted to problem-Feelers are naturally attracted to problem-solving strategiessolving strategies

• Feelers prefer harmony and agreementFeelers prefer harmony and agreement

• Do not favor a winner take all strategyDo not favor a winner take all strategy

• Feelers more concerned about their Feelers more concerned about their relationship with other negotiators relationship with other negotiators


FeelersFeelers

• Feelers tend to give in to impersonally Feelers tend to give in to impersonally assertive competitive behaviorsassertive competitive behaviors

• They tend to neglect one’s own concerns to They tend to neglect one’s own concerns to satisfy another’s needssatisfy another’s needs

• May make undue concessions to avoid conflictMay make undue concessions to avoid conflict

• Feelers may not be effective when dealing Feelers may not be effective when dealing with an adversarial opponentwith an adversarial opponent


FeelersFeelers

• Feelers are usually good at ‘active listening’Feelers are usually good at ‘active listening’

• This can facilitate cooperationThis can facilitate cooperation

• Active listening is an effective way to deal with Active listening is an effective way to deal with strong emotions strong emotions

• Feelers have greater sensitivity to relational Feelers have greater sensitivity to relational aspects of personal interactions. This helps aspects of personal interactions. This helps them monitor process issues (process refers to them monitor process issues (process refers to the way negotiations unfold rather than the the way negotiations unfold rather than the intrinsic merits of the issues discussed.) intrinsic merits of the issues discussed.)


Judging/PerceivingJudging/Perceiving• Judging/Perceiving scale can be seen as Judging/Perceiving scale can be seen as

closure/spontaneityclosure/spontaneity

• Judgers want to make decisions – get things Judgers want to make decisions – get things donedone

• Judgers favor an adversarial strategyJudgers favor an adversarial strategy

• Judgers like to control the flow of informationJudgers like to control the flow of information

• Judgers favor an adversarial approach that Judgers favor an adversarial approach that defines and orders issues, while the problem defines and orders issues, while the problem solving approach seeks to address the needs solving approach seeks to address the needs and interests of the parties.and interests of the parties.


JudgingJudging

• Extensively prepareExtensively prepare

• Judgers more inclined to plan and scheduleJudgers more inclined to plan and schedule

• Stick rigidly to plans (stand firm) (sometimes Stick rigidly to plans (stand firm) (sometimes convince themselves of the rightness of their convince themselves of the rightness of their view despite the empirical evidenceview despite the empirical evidence

• Judgers attempt to controlJudgers attempt to control• Schedules, agenda, others, (one way Schedules, agenda, others, (one way

communication)communication)


JudgersJudgers

• Judgers tend to become frustrated with a lack Judgers tend to become frustrated with a lack of progressof progress

• Frustration may lead to threatsFrustration may lead to threats• Threats are sometimes used prematurely and Threats are sometimes used prematurely and

haphazardly.haphazardly.• Threats made without due consideration are Threats made without due consideration are

usually a negotiating errorusually a negotiating error


PerceiversPerceivers

• Perceivers more comfortable with a problem Perceivers more comfortable with a problem solving approach avoid commitment while solving approach avoid commitment while advancing proposals and solutions advancing proposals and solutions

• Remaining uncommitted helps insure that the Remaining uncommitted helps insure that the proposals and solution intersect with the needs proposals and solution intersect with the needs of all partiesof all parties

• It promotes refining and improving It promotes refining and improving suggestions to provide optimal mutual benefit. suggestions to provide optimal mutual benefit.


PerceiversPerceivers• Tend more adept at generating alternative Tend more adept at generating alternative

ways of completing tasksways of completing tasks

• This adeptness correlates well with a problem This adeptness correlates well with a problem solving approachsolving approach

• Perceivers always want to learn morePerceivers always want to learn more

• Perceivers however have to be careful about Perceivers however have to be careful about not revealing too muchnot revealing too much

• Blocking a question by responding to a Blocking a question by responding to a question with a question comes naturally to a question with a question comes naturally to a perceiverperceiver


PerceivingPerceiving

• While perceivers always want more While perceivers always want more information – their tendency to be spontaneous information – their tendency to be spontaneous or acceptance of ad hoc approaches sometimes or acceptance of ad hoc approaches sometimes leads to acting without careful consideration. leads to acting without careful consideration.

• Perceivers preferring to act spontaneously Perceivers preferring to act spontaneously have greater difficulty preparing and planning. have greater difficulty preparing and planning. • This is more a problem in adversarial situation This is more a problem in adversarial situation

than problem solvingthan problem solving


Extravert/IntrovertExtravert/Introvert• Extraverts enjoy verbal interactions involved Extraverts enjoy verbal interactions involved

in negotiatingin negotiating

• Extraverts enjoy working with teammatesExtraverts enjoy working with teammates

• Extraverts are more likely to seek out expert Extraverts are more likely to seek out expert testimonytestimony

• Extraverts are comfortable with stating their Extraverts are comfortable with stating their case in an adversarial strategycase in an adversarial strategy

• But also comfortable with stating clients needs But also comfortable with stating clients needs in a problem solving strategyin a problem solving strategy


ExtravertsExtraverts

• Extraverts can error in rushing out an offer Extraverts can error in rushing out an offer while there is still uncertainty of valuationwhile there is still uncertainty of valuation

• (Some tendency to talk and not listen)(Some tendency to talk and not listen)

• Speak before developing thoughtsSpeak before developing thoughts

• May inadvertently leak damaging informationMay inadvertently leak damaging information

• May over answer questions and provide too May over answer questions and provide too much information much information


ExtravertsExtraverts

• While extraverts may be inclined to over share While extraverts may be inclined to over share this is in fact an important aspect of a problem this is in fact an important aspect of a problem solving strategysolving strategy• BrainstormingBrainstorming

• Discussing ideas that aren’t yet fully developed without Discussing ideas that aren’t yet fully developed without worry comes more naturally to extravertsworry comes more naturally to extraverts

• Good for preparationGood for preparation

• Extraverts seek feedbackExtraverts seek feedback


IntrovertsIntroverts• Non-talkative (better listeners usually)Non-talkative (better listeners usually)

• InternalInternal

• Nondisclosure of information (selectively Nondisclosure of information (selectively disclose information)disclose information)

• Better blocking strategiesBetter blocking strategies

• Also recognize sooner when the opposition is Also recognize sooner when the opposition is blocking blocking

• But not as good at thinking on their feet (being But not as good at thinking on their feet (being spontaneous)spontaneous)

• Tend not to be team playersTend not to be team players


Introvert/ExtravertsIntrovert/Extraverts

• Sometimes clash in styleSometimes clash in style• Extraverts become frustrated with introverts Extraverts become frustrated with introverts

slower responsesslower responses• Introverts get frustrated with the quantity of Introverts get frustrated with the quantity of

questions from an extraverted opponentquestions from an extraverted opponent• Extraverts interrupt moreExtraverts interrupt more• Extraverts feel stonewalled/Introverts pressuredExtraverts feel stonewalled/Introverts pressured


Lessons Lessons

• A simple cognitive understanding doesn’t A simple cognitive understanding doesn’t mean that those behaviors can be producedmean that those behaviors can be produced• Practice Practice • Identifying and evaluating studentsIdentifying and evaluating students


ExampleExample

• [A male ISTJ] talked so much I thought he [A male ISTJ] talked so much I thought he was an extravert, but he says he can only do was an extravert, but he says he can only do that if he is solidly prepared…. This taught me that if he is solidly prepared…. This taught me that my only hope is to spend time planning that my only hope is to spend time planning what I will do, and considering what could what I will do, and considering what could possible happen, if I am to compete with the possible happen, if I am to compete with the natural extraverts. (female INTP)natural extraverts. (female INTP)


Student CommentStudent Comment

• Because I am a judger, it is without fail that I Because I am a judger, it is without fail that I have an intense urge that I come to closure have an intense urge that I come to closure during negotiations. (male ESFJ)during negotiations. (male ESFJ)



• In the past, I was aware of what I was feeling In the past, I was aware of what I was feeling and its cause but I did not know how to and its cause but I did not know how to respond in a way that did not add to the respond in a way that did not add to the problem. Now I am learning how to use ‘I’ problem. Now I am learning how to use ‘I’ messages and process comments and it’s messages and process comments and it’s wonderful because it gives me a chance to wonderful because it gives me a chance to defeat my self-perpetuating cycle of defeat my self-perpetuating cycle of ineffective negotiating. (female ESFJ)ineffective negotiating. (female ESFJ)



• My inattention to detail affected my My inattention to detail affected my negotiations the most. Knowing the weakness, negotiations the most. Knowing the weakness, I can work to overcome it by writing I can work to overcome it by writing everything down… or by having a partner everything down… or by having a partner focus on details while I focus on main ideas focus on details while I focus on main ideas …. (male INFP) …. (male INFP)



• I always have a million thoughts and ideas I always have a million thoughts and ideas running through my head when I work on any running through my head when I work on any project. Concentrating and really hearing the project. Concentrating and really hearing the other negotiator’s ideas is best accomplished other negotiator’s ideas is best accomplished by my knowing that I will repeat his/her by my knowing that I will repeat his/her positions and interests. (female INTJ)positions and interests. (female INTJ)



• I totally shut down the listening process. I I totally shut down the listening process. I attributed this to my strong judging attributed this to my strong judging preference…. [During the last exercise when preference…. [During the last exercise when my position was attacked] my first instinct was my position was attacked] my first instinct was to shut down…. But I realized what I was to shut down…. But I realized what I was about to do mentally and stopped. I changed about to do mentally and stopped. I changed my posture in the chair and made concerted my posture in the chair and made concerted effort to listen. (male ESTJ)effort to listen. (male ESTJ)



• I was prone to revealing information I was prone to revealing information unilaterally. I worked on [being silent] unilaterally. I worked on [being silent] throughout the semester and became good at it. throughout the semester and became good at it. (male ESTJ)(male ESTJ)


The ArticleThe Article

• Based on the article: Peters, Don, Based on the article: Peters, Don, Forever Forever Jung” Psychological Type Theory, The Myers-Jung” Psychological Type Theory, The Myers-Briggs Type Indicator and Learning Briggs Type Indicator and Learning NegotiationNegotiation, 42 Drake Law Review 1 (1993), 42 Drake Law Review 1 (1993)


TheThe End End

myers briggs personality typesfor negotiation

Education

work thinkers

work judgers

work extraverts

unrealistic work

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work slides

new ideas

type of evidence