myers briggspersonalitytypesfornegotiation

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Florida State University College of Law Research Center

Myers-Briggs

Personality Types for

NegotiationCollege of Law Research Center

WorkshopSpring 2010


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Myers-Briggs Dichotomies

Four dichotomies

Extraversion / Introversion (E/I)

Sensing / Intuition (S/N)

Thinking / Feeling (T/F)

Judging / Perceiving (J/P)


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Test

http://www.humanmetrics.com/cgi-

win/JTypes2.asp
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16 Personality Types

ISTJ ISFJ INFJ INTJ

ISTP ISFP INFP INTP

ESTP ESFP ENFP ENTP

ESTJ ESFJ ENFJ ENTJ


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Population Distribution

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


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Temperament

Temperament predisposes us to certain ways

of thinking , understanding, conceptualizing

and acting.


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Extraversion

More interested in the external world of people

and things

They derive meaning from

connections with the external

environment

They maximize interactions



Introversion

Interested more in theinternal world of ideas and

concepts

Enjoy solitude andintrospection

Prefer to withdrawal from

external activities



Sensing

A tendency to perceive by relying on

observable facts or happenings through the

senses

Persons with this

preference are inclined

to use practical fact

oriented approaches



Intuition

Emphasizes concepts, theories, relationships

and possibilities

Values inspiration



Thinking

Make decisions impersonally, logically

assessing cause and effect relationships

related to data

These people evaluate ideas and data

objectively and value inferences reasonably

drawn from events and circumstances more

than any other type of evidence.



Feeling

They emphasize the effect

the decision will have on

people and interpersonal

relationships

The attend more to human

than to technical aspects of

problems and value theseconcerns more than any

other type of evidence



Judging

Prefer a structured, scheduled,planned and controlled environment

Tend to be organized, deliberate and

capable of making decisions with aminimum of stress.

They are usually scheduled,

develop fixed ideas of howthings should be done.

They push strongly for closure.



Perceiving

Prefer a flexible,

spontaneous and adaptive

environment.

They tend to continue to

collect information rather

then make a decision.

Have a wait and see attitude.

Spontaneous lifestyle



Extravert/Introvert at Work

Extraverts may see introverts as secretive, unfriendly aloof,

self absorbed, slow and awkward

When dealing with Extraverts, allow them to think out loud, use

verbal communication, expect action, keep the conversation flowing.

Let them work in groups and make oral presentations.

Introverts may see extraverts as superficial, too talkative,

loose canons, overwhelming, pushy and rude

When dealing with Introverts ask a question and then stop to listen.

Give them time to work alone, to finish their sentences, to learn

through structure, to reflect, to communicate in writing first.

To Marin for

providing the at

work slides



Sensors/Intuitives at Work

Sensors can regard intuitives as unrealistic Space cadets,

new age, careless about details, unrealistic

Work with an intuitive by talking about the big picture, possibilities,

implications, analogies, before talking about details.

Intuitives can view sensors as resisting new ideas, boring,unimaginative, old school.

Work with a sensor by drawing on past proven experience, focus on

practical applications, and step by step solutions.



Thinkers/Feelers at Work

Thinkers may see feelers as illogical, too emotional or trying

too hard to please

With thinkers: Be organized, consider cause and effect, pros and cons,

focus on consequences, appeal to fairness

Feelers may see thinkers as insensitive or distant or self-involved

With feelers: mention points of agreement, focus on their core values,

appreciate their contributions, state legitimacy of their feelings, discuss

emotional impact of situation



Judgers/Perceivers at Work

Judgers may view perceivers as wishy-washy procrastinators,

unproductive, unreliable, not serious

With judgers: be on time, come with agenda and conclusion, stick to

plan, organize

Perceivers view judgers as rigid, controlling black and white,stubborn, trigger happy

With perceivers: focus on process, be open to new information, expect

questions, allow for discussion



The Article

The following is based on the article: Peters,

Don,Forever Jung Psychological Type

Theory, The Myers-Briggs Type Indicator and

Learning Negotiation, 42 Drake Law Review1 (1993)


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WHY?


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Negotiation

Negotiation strategies require behaviors that

many people may be adept with but

they may also require behaviors that many are

not drawn to naturally


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Negotiation

In analyzing your own negotiating skill in the

context of MBTI what specific behaviors do

you use, or fail to use


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Why?

Type Theory suggest behaviors strongly

connected to a preference may become well-

developed and comfortable making it harder

for persons to perform tasks associated withthe opposite scale without conscious thought

and substantial practice.


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Adversarial/Problem Solving

Adversarial

Gain Maximizing

Problem Solving

Fair deal making


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Adversarial Strategies

Proceed in a linear fashion

Negotiators attempt to induce, persuade or deceive

other into deviating from the positions

Threats and attacks are used

Inquires regarding facts and issues are evaded or

shared reluctantly


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Problem Solving Strategies

Involves a cognitive commitment to searching

for fair solutions

Flexible

Non-linear

First indentifies underlying needs

Looks for solutions that maximize potential for all

parties

Information is used to generate understanding

about each others interests


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Sensing/Intuitive

The sensing/intuitive preference exerts the

most influence on legal negotiations.

of the general population are sensors

In this study about 55 % of the law students were

intuitives.

*Peters, Don, Forever Jung Psychological Type Theory, The Myers-Briggs Type Indicator

and Learning Negotiation, 42 Drake Law Review 1 (1993)


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Sensors

The sensing preference is inclined to value

concrete, detailed, factual information that can

be verified by the five senses

This tendency can influence attitudinal and

behavioral orientations that may be directly related

to important components of an adversarial strategy

that they may cause sensors to favor this approach.


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Sensors

Sensors tend to prefer an adversarial strategybecause it tends to unfold in a structured and

easily tracked and linear fashion.

Adversarial approaches focus on limited orfixed resources and single bargaining

dimension.

Sensors typically like to measure clearly andconcretely what has been done and what steps

remain to be accomplished.


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Sensors

Sensors in an effort to gather more facts tendto ask more questions

Focus on whether a settlement zone exists

between articulated positions. Sensors tend to pursue adversarial strategies

that limit negotiators to searching for and

using information within its linearframework.


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Sensors

While sensors may avoid problem solving

strategies they use adversarial strategies

effectively

They are good at articulating and justifying

positions

They tend to be well prepared

Use technically precise language Focus on detail helps them justify positions


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Sensors

Sensors frequently feel uncomfortable with a

problem solving approach

Sensors more comfortable with the immediate,

the concrete and the practical

Sensors better at recognizing when the

opponent is blocking


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Sensors Sensors are naturally inclined to focus on the

specifics.

This helps them avoid imprecise or ineffective

articulations of the problem.

Sensors deal with facts and details of

situations . But rarely implicates the

meaning and possibilities that could be gleaned

from them. But,Deadlock may result if the compromise

cant be reached.


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Sensors/Intuitives

Sensors are less effective at articulating

problem-solving strategies

Problem solving strategies focus on general

concerns rather than specific details.

Problem solving proposals get to specifics more

slowly while parties elaborate their needs

Sensors may get frustrated with this method


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Intuitives

Problem solving strategies used by Intuitives

are much less structured.

Focus on identifying needs

Less focus on step by step behavioral patterns such

as reciprocal concessions and information

exchange

Abstract search for interests and solutions But Intuitivessometimes dont pay sufficient

attention to the details


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Intuitives

A female ENFP wrote:

I am horrible with figures (thus the J.D. as

opposed to the M.D.), and when I was hit with

percentages my brain slowed considerablyand I lost my train of thought

A male INTP wrote:

Hell, Im the worst numbers person there is . Idont want to talk numbers. Give me some

abstract solutions, then Ill be on cloud nine. We

can hash out the details later.


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Intuitives/Sensors

Proposed solutions in problem solving strategy

should initially emphasize general concerns

rather than specific details

Articulating proposals in problem solving

strategy effectively requires behaviors

inconsistent with the natural tendency of

sensors to focus on specific details.

Emphasis on general concerns rather than

specific details


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Thinking/Feeling

Thinkers emphasize logical and impersonal

aspects of negotiation

Impersonal form of assertiveness

Usually prefer an adversarial approach

Competing to maximum gain

Cooperation based on legitimate interests ofothers is more difficult for thinkers


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Thinkers

Not focusing on the needs of others is

consistent with the impersonal decision

making tendencies of thinkers

Focusing on the interests of others involves

dealing with emotional issues

Thinkers tend to respond to attacking

comments with strongly phrased counter

attacks - this intensifies conflict and my lead

to impasse


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Feelers

Feelers are naturally attracted to problem-

solving strategies

Feelers prefer harmony and agreement

Do not favor a winner take all strategy

Feelers more concerned about their

relationship with other negotiators


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Feelers

Feelers tend to give in to impersonally

assertive competitive behaviors

They tend to neglect ones own concerns to

satisfy anothers needs

May make undue concessions to avoid conflict

Feelers may not be effective when dealing

with an adversarial opponent


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Feelers

Feelers are usually good at active listening

This can facilitate cooperation

Active listening is an effective way to dealwith strong emotions

Feelers have greater sensitivity to relational

aspects of personal interactions. This helps

them monitor process issues (process refers to

the way negotiations unfold rather than the

intrinsic merits of the issues discussed.)


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Judging/Perceiving

Judging/Perceiving scale can be seen as

closure/spontaneity

Judgers want to make decisionsget things

done

Judgers favor an adversarial strategy

Judgers like to control the flow of information

Judgers favor an adversarial approach thatdefines and orders issues, while the problem

solving approach seeks to address the needs

and interests of the parties.


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Judging

Extensively prepare

Judgers more inclined to plan and schedule

Stick rigidly to plans (stand firm) (sometimesconvince themselves of the rightness of their

view despite the empirical evidence

Judgers attempt to control

Schedules, agenda, others, (one way

communication)


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Judgers

Judgers tend to become frustrated with a lack

of progress

Frustration may lead to threats

Threats are sometimes used prematurely and

haphazardly.

Threats made without due consideration are

usually a negotiating error


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Perceivers

Perceivers more comfortable with a problem

solving approach avoid commitment while

advancing proposals and solutions

Remaining uncommitted helps insure that the

proposals and solution intersect with the needs

of all parties

It promotes refining and improvingsuggestions to provide optimal mutual benefit.


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Perceivers

Tend more adept at generating alternative

ways of completing tasks

This adeptness correlates well with a problem

solving approach

Perceivers always want to learn more

Perceivers however have to be careful about

not revealing too much

Blocking a question by responding to a

question with a question comes naturally to a

perceiver


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Perceiving

While perceivers always want more

informationtheir tendency to be spontaneous

or acceptance of ad hoc approaches sometimes

leads to acting without careful consideration.

Perceivers preferring to act spontaneously

have greater difficulty preparing and planning.

This is more a problem in adversarial situationthan problem solving


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Extravert/Introvert

Extraverts enjoy verbal interactions involvedin negotiating

Extraverts enjoy working with teammates

Extraverts are more likely to seek out experttestimony

Extraverts are comfortable with stating their

case in an adversarial strategy But also comfortable with stating clients needs

in a problem solving strategy


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Extraverts

While extraverts may be inclined to over share

this is in fact an important aspect of a problem

solving strategy

Brainstorming

Discussing ideas that arent yet fully developed without

worry comes more naturally to extraverts

Good for preparation

Extraverts seek feedback


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Introverts

Non-talkative (better listeners usually)

Internal

Nondisclosure of information (selectively

disclose information)

Better blocking strategies

Also recognize sooner when the opposition is

blocking

But not as good at thinking on their feet (being

spontaneous)

Tend not to be team players


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Introvert/Extraverts

Sometimes clash in style

Extraverts become frustrated with introverts

slower responses

Introverts get frustrated with the quantity ofquestions from an extraverted opponent

Extraverts interrupt more

Extraverts feel stonewalled/Introverts pressured


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Example

[A male ISTJ] talked so much I thought he was

an extravert, but he says he can only do that if

he is solidly prepared. This taught me that

my only hope is to spend time planning what Iwill do, and considering what could possible

happen, if I am to compete with the natural

extraverts. (female INTP)


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Student Comment

Because I am a judger, it is without fail that I

have an intense urge that I come to closure

during negotiations. (male ESFJ)


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Student Comment

In the past, I was aware of what I was feeling

and its cause but I did not know how to

respond in a way that did not add to the

problem. Now I am learning how to use Imessages and process comments and its

wonderful because it gives me a chance to

defeat my self-perpetuating cycle ofineffective negotiating. (female ESFJ)

d


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Student Comment

My inattention to detail affected my

negotiations the most. Knowing the weakness,

I can work to overcome it by writing

everything down or by having a partnerfocus on details while I focus on main ideas

. (male INFP)

S d C


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Student Comment

I always have a million thoughts and ideas

running through my head when I work on any

project. Concentrating and really hearing the

other negotiators ideas is best accomplishedby my knowing that I will repeat his/her

positions and interests. (female INTJ)

S d C


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Student Comment

I totally shut down the listening process. I

attributed this to my strong judging

preference. [During the last exercise when

my position was attacked] my first instinct wasto shut down. But I realized what I was

about to do mentally and stopped. I changed

my posture in the chair and made concertedeffort to listen. (male ESTJ)

S d C


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Student Comment

I was prone to revealing information

unilaterally. I worked on [being silent]

throughout the semester and became good at it.

(male ESTJ)

Th A i l


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The Article

Based on the article: Peters, Don,Forever

Jung Psychological Type Theory, The Myers-

Briggs Type Indicator and Learning

Negotiation, 42 Drake Law Review 1 (1993)


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myers briggspersonalitytypesfornegotiation

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