the soft side of software engineering - part i type and temperament todd little - intj

The Soft Side of The Soft Side of Software Engineering - Software Engineering - Part IPart IType and TemperamentType and TemperamentTodd Little - INTJ

Individual Personality TypesIndividual Personality Types

– Psychological type is a theory of human personality developed by Swiss psychiatrist Carl G. Jung (1875-1961). He observed that human behavior is not random, but instead follows identifiable patterns.

Meyers - BriggsMeyers - Briggs

Introduced the Myers-Briggs Type Indicator (MBTI) sorter

David KeirseyDavid Keirsey

•Introduced the relationship of Temperament to Type.•OpenSourced the Test and the Answers•Web enabled it

Beware of the StereotypeBeware of the Stereotype

"…one can never give a description of a type, no matter how complete, that would apply to more than one individual, despite the fact that in some ways it characterizes thousands of other . Conformity is one side of man, uniqueness is the other.”

Carl Gustav Jung

Why Understand Personality Why Understand Personality Type?Type?


Why worry about Type?

The point is that people are different from each other, and that no amount of getting after them is going to change them.

Nor is there any reason to change them, because the differences are probably good, not bad.


– People are different in fundamental ways. They want different things; they have different motives, purposes, aims, values, needs, drives, impulses, urges. Nothing is more fundamental than that. They believe differently; they think, cognize, conceptualize, perceive, understand, comprehend, and cogitate differently. And of course, manners of acting and emoting, governed as they are by wants and beliefs, follow suit and differ radically among people.


– These basic differences concern the way people prefer to use their minds, specifically, the way they perceive and the way they make judgments. Perceiving is here understood to include the processes of becoming aware of things, people, occurrences and ideas. Judging includes the processes of coming to conclusions about what has been perceived. Together, perception and judgment, govern much of an individual’s behavior.

Understanding Type Can be Understanding Type Can be Useful to Individuals and TeamsUseful to Individuals and Teams

Understand interpersonal dynamics

Tasks team members tend to prefer to do

Tasks team members tend to avoid

Team diversity to achieve better solutions

Communication effectiveness

Potential areas of weakness

How individual members experience stress

Personal growth

What Type Can Do...What Type Can Do...

Type can help you better understand yourself and help you better appreciate the diversity of others.

It does not predict– Intelligence – Maturity– Skills– Abilities

But beware of Adaptive Behavior vs. “True Type”

True TypeTrue Type

Sources of Adaptive Behavoir

•Parents

•Society

•School

•Friends

•Etc.

PreferencesPreferences

A key to Type is identifying preferences

– Preference is not absolute or “measurable”– Preference can be understood by analogy to

handedness

Type Indicator ToolsType Indicator Tools

Self-Selection of preferences

Sorting “Tests”

– Myers-Briggs Type Indicator (MBTI)

– Keirsey Temperament Sorter

– Many others

TemperamentTemperament

The 4 Temperaments– Idealists– Rationals – Guardians– Artisans

Temperament PreferencesTemperament Preferences

Idealist Rational Guardian Artisan

Behavior Relationship Empathic

Knowledge Analytical

Authority Responsible

Impact Risk Taking

Abilities Mentor Catalyst

Organizer Visionary

Monitor Stabilizer

Operator Troubleshooter

Values Authenticity Concepts Rules Excitement

Needs Meaning Mastery Belonging Freedom

IdealistIdealist

Empathy

Meaning and Significance

Human Potential

Authenticity

Catalyst and Unity

Integrity and Ethics

Growth

RationalRational

Knowledge and Understanding

Insight

Competence

Concepts and Ideas

Strategy

Logic

Design

GuardianGuardian

Responsibility

Membership

Traditions

Security

Useful

Service and Duty

ArtisanArtisan

NOW! Impulse

Impact

Aesthetics

Tactics

Action and Variation

Trouble shoot

Common Traits of the Common Traits of the TemperamentsTemperaments

Idealists

Rationals Artisans

Guardians

Pragmatic

Envisioning

Affiliative

Realistic

Sequential

Multidimensional What’s in it for the person

Meaning behindbehaviors

Favorite AbilitiesFavorite Abilities

Idealists

Diplomacy/AdvocacyRelationship Oriented

Guardians

Logistics/FacilitationOperations Oriented

Rationals

Strategy/DesignStrategy Oriented

Artisans

Tactics/PerformanceOpportunity Oriented

Best EnvironmentsBest Environments

Idealists

ExpressivePersonal

Guardians

OrganizedSecure

Rationals

InnovativeIntellectual

Artisans

StimulatingVariable

Which Temperament is…Which Temperament is…

I am looking for an interesting job with a solid company. I want the job to last and have opportunity for promotion. I work effectively when given clear stated, measurable goals.

Guardian


I am looking for a position that is suitable to my level of expertise and one that is intellectually challenging. I do my best work when I am given an objective and told to solve the problem.

Rational


I want a job with lots of variety and action. I do great when you give me a project and turn me loose. And, oh yes--there had better be some challenge to it.

Artisan


I’m looking for a job in an organization that seeks to improve the quality of life. I am happiest when I can empower others to be their best. And, I must be able to grow.

Idealist


This widget’s going to set the world on fire. It’s fun and exciting.

Artisan


We’d better be sure all of the concepts underlying the construction of this widget are consistent with good design.

Rational


I’m concerned that some people will use this widget unethically.

Idealist


There should be some rules regulating the use of this widget.

Guardian

Distribution of TemperamentDistribution of Temperament

US General Population

Engineer Ratio to US Population

Management Ratio to US Population

LGC Sample Ratio to US Population

Guardian 47% 79% 122% 94%

Rational 16% 220% 138% 191%

Artisan 21% 75% 50% 61%

Idealist 16% 73% 64% 83%

TypeType

Combination of the following.– How you gather information– How you make decisions– How you are energized– Lifestyle preference

The Mental ProcessesThe Mental Processes

How yougather

information

S or N

S=SensingN=Intuiting

How youmake

decisions

T or F

T=ThinkingF=Feeling

Both are used, one is preferred Both are used, one is preferred

(S)ensing (S)ensing & i& i(N)tuiting(N)tuiting

When people are using Sensing, they know the facts, understand the planning stages, and work out implementation details

When people are using Intuiting, they see the big picture, forge into new areas, and develop new possibilities

Both are used, one is preferred

(S)ensing (S)ensing & i& i(N)tuiting(N)tuiting

Sensing Information gathered through

concrete use of the five senses– Sensing– Details– Present– Practical– Facts– Sequential– Directions– Repetition– Enjoyment– Perspiration– Conserve

Intuiting Information gathered by way of

context, linking, and totalities– Intuition– Patterns– Future– Imaginative– Possibilities– Random– Hunches– Variety– Anticipation– Inspiration– Change

(T)hinking (T)hinking & & (F)eeling(F)eeling

When people are using Thinking, they discuss issues in a logical way, consider pros and cons of various alternatives, and spot the inconsistencies in a plan

When people are using Feeling, they understand what is important to people, acknowledge the human side of decision making, and help others accept decisions


(T)hinking (T)hinking & & (F)eeling(F)eeling

Thinking Decisions based on logic

and objective considerations– Thinking– Head– Objective– Justice– Cool– Impersonal– Criticize– Analyze– Precise– Principles

Feeling Decisions based on

personal, subjective values– Feeling– Heart– Subjective– Harmony– Caring– Personal– Appreciate– Empathize– Persuasive– Values

OrientationsOrientations

How youare

Energized

E or I

E=ExtravertingI=Introverting

LifestylePreference

J or P

J=JudgingP=Perceiving

Both are used, one is preferred Both are used, one is preferred

(E)xtraversion (E)xtraversion & & (I)ntroversion(I)ntroversion

When people are Extraverting, they are aware of the environment, maintain their networks, and take action

When people are Introverting, they pay attention to the infrastructure, conceptualize the problem, and look deeply into issues


(E)xtraversion (E)xtraversion & & (I)ntroversion(I)ntroversion

Extraversion Stimulation comes from the

outer world of people and things– Extroversion– Active– Outward– Sociable– People– Many– Expressive– Breadth

Introversion Stimulation comes from the

inner world of thoughts and reflections– Introversion– Reflective– Inward– Reserved– Privacy– Few– Quiet– Depth

(J)udging (J)udging & & (P)erceiving(P)erceiving

When people are using Judging, they generate systems, provide organization, and act decisively

When people are using Perceiving, they are open to new ideas, provide insight, and react with flexibility if the system breaks down


(J)udging (J)udging & & (P)erceiving(P)erceiving

Judging Style is decisive, planned

and orderly– Judgment– Organized– Structure– Control– Decisive– Deliberate– Closure– Plan– Deadlines– Productive

Perceiving Style is flexible, adaptable,

and spontaneous– Perception– Flexible– Flow– Experience– Curious– Spontaneous– Openness– Wait– Discoveries– Receptive

Clarity of PreferencesClarity of Preferences

Clear Moderate Slight Slight ClearModerate

Extraversion Introversion




Sensing Intuiting

Thinking Feeling

Judging Perceiving

Web ResourcesWeb Resources

The Tests– Keirsey Temperament Sorter

http://www.advisorteam.com/user/ktsintro.asp

– Fudjack/Dinkelaker Functional Preferences Instrument http://tap3x.net/indicators/5level2a.html

Keirsey Home Page– http://www.keirsey.com

http://www.advisorteam.com/user/ktsintro.asp

http://tap3x.net/indicators/5level2a.html

http://www.keirsey.com/



Type PreferencesType Preferences

Self-Selected Type

Temperament Sorter

My Best Fit Type Is

EI

SN

TF

JP

Relationship of Type to Relationship of Type to TemperamentTemperament

Idealists NF

Rationals NT

Guardians SJ

Artisans SP

Distribution in US PopulationDistribution in US Population

ISTJ ISFJ INFJ INTJ16% 12% 3% 4%ISTP ISFP INFP INTP6% 5% 4% 5%

ESTP ESFP ENFP ENTP5% 6% 6% 5%

ESTJ ESFJ ENFJ ENTJ10% 10% 3% 3%

Distribution of EngineersDistribution of EngineersRatio relative to US PopulationRatio relative to US Population

ISTJ ISFJ INFJ INTJ112% 37% 100% 283%ISTP ISFP INFP INTP106% 53% 91% 177%ESTP ESFP ENFP ENTP96% 39% 51% 160%ESTJ ESFJ ENFJ ENTJ126% 29% 68% 321%

Distribution of ManagementDistribution of ManagementRatio relative to US PopulationRatio relative to US Population

ISTJ ISFJ INFJ INTJ153% 57% 92% 186%ISTP ISFP INFP INTP69% 27% 72% 56%ESTP ESFP ENFP ENTP81% 21% 46% 89%ESTJ ESFJ ENFJ ENTJ207% 61% 64% 314%

MBTI Types for IT Staff MBTI Types for IT Staff (Myers and McCaulley)(Myers and McCaulley)

INTJs represent just 4% of the population, yet form about 10% of computer staff.

The other main types in computing are ENTJ, ISTJ, and ESTJ.

MBTI Types of Software MBTI Types of Software Developers– (Steve McConnell)Developers– (Steve McConnell)

ISTJ is 25-40% of all software developers

Introversion – 50-66%

Sensing/Intuiting – 50-50

Thinking – 80-90%

What STs SeekWhat STs Seek

Team Tasks STs Seek: Monitoring progress with statistics, graphs, and charts Managing costs and schedules Showing measurable results Detailed conversation shedding light on how something

specific works Using proven methods to increase productivity Solving practical problems immediately Figuring out ways to complete or build something that’s

been started

What STs AvoidWhat STs Avoid

Team Tasks STs Avoid: Proceeding with a plan that’s not well thought out Using untried and unperfected methods Brainstorming with no immediate practical outcome Hypothesizing about the future Not concentrating on work Participating in self-awareness activities

What SFs SeekWhat SFs Seek

Team Tasks SFs Seek: Using tried and true methods Friendly, sociable work relationships Finding practical ways to help out with the work and

others Applying their experience to practical jobs Treating each other fairly Developing charts that document each person’s skills

or needs Reviewing plans and materials others have formulated

to see what works best

What SFs AvoidWhat SFs Avoid

Team Tasks SFs Avoid: Using new and untested procedures Debating the merits of various theories Analyzing and predicting the outcomes of strategic

models Criticizing in an open forum, especially in relation to a

team member they know Treating people as interchangeable parts of a machine

What NFs SeekWhat NFs Seek

Team Tasks NFs Seek: Increasing harmony, improving relationships & interaction

in the team Innovation and thinking up new ways to improve

performance, creative brainstorming, conceptual/theoretical discussion

Working with systems & systems thinking Doing work that provides growth for self and others Finding creative ways to communicate effectively Doing things that matter to people Working with diversity to improve output

What NFs AvoidWhat NFs Avoid

Team Tasks NFs Avoid: Working with costs, detailed schedules, detailed figures Performing control functions like accounting Setting up hierarchies and authority chains Playing politics Having to defend small details to a basically

sound/creative idea or plan

What NTs SeekWhat NTs Seek

Team Tasks NTs Seek: Positioning the team for the future Linking systems, strategies, and models, discussing

theory and concepts; integrating Developing goals, and general approach to achieve

the goals Finding opportunities for organizational growth and

development Conducting long-term impact studies of complex

problems Debating challenging questions

What NTs AvoidWhat NTs Avoid

Team Tasks NTs Avoid:

Finishing someone else’s work

Engaging in popularity contests

Working with administrative details

Performing repetitious tasks

Participating in self-awareness activities

Discussions which don’t appear to be related to a particular purpose

Teams - A DefinitionTeams - A Definition

A team is a small number of people with complimentary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable

High Performance TeamsHigh Performance Teams

Clear, common purpose

Diverse, complimentary skills

Set of compelling, measurable goals

Continuously develop critical competencies

Understand each others’ skills, roles and responsibilities

Commitment to interpersonal support and communication

Predictions about TeamsPredictions about Teams

Similar types tend to understand each other sooner

Different types are slower at the understanding

High similarity = quicker decisions, but the process will be one-sided

Low similarity = decisions made more slowly (and possibly more painfully), but are likely to be better

Opposites on all four preferences may have special problems in achieving understanding

Members who share two preferences from each of the opposites may become “translators”

Predictions about TeamsPredictions about Teams

One person with a different type from everyone else may be seen as out of step

“One-sided” teams should use behaviors from other types

Good decisions will be made when:– basic facts and realities have been addressed (S)– new possibilities have been discovered (N)– unforeseen inconsistencies and consequences have been

accounted for (T)– important values have been protected (F)

Questions to ask about Team Questions to ask about Team DynamicsDynamics

What are the anticipated team strengths?

What kinds of task will the team be drawn to?

What temperaments and preferences are missing?

What are likely blindspots?

Who is alone?

Who is likely not be be listened to?

What conflicts can be anticipated?

Who is likely to feel the most frustration?

What is needed for the team to be successful?

Decision Making DynamicsDecision Making Dynamics

To include Sensing ask:– What has past experience shown us?– What can be verified?– What is observable?– What is going on right now?


To include Intuiting ask:– How do the facts relate?– What interpretations can be made?– What patterns exist?– What are the possibilities?


To include Thinking ask:– What are the logical consequences?– What are the pros, cons, and interesting

alternatives?– What will be most effective?– What goal is being served?


To include Feeling ask:– How can we communicate well with each other?– What exceptions for others need to be made?– What are other people’s feelings about what we

think?– What important principles and values are being

served?

How to Persuade STsHow to Persuade STs

Show me that it works Indicate how it saves time and money Demonstrate a good cost-to-benefit ratio Show how the results can be measured Allow me to try it before I buy it Offer specific applications and benefits Answer all my questions

How to Persuade SFsHow to Persuade SFs

Indicate its practical results for people Show how it will clearly benefit me and those I care about Use personal testimonies from those who have benefited

from it Show that it provides immediate results Set it in a personal context Show respect to me and others in your presentation Explicitly state the benefits; don’t just imply them

How to Persuade NFsHow to Persuade NFs

Tie it to a mission or profound purpose Show how it will enhance relationships State how it helps people grow and develop Give me an ideal to reach for Highlight the contributions of people Show how it gives new insights, possibilities, and

perspectives Point out how it will help me or others find meaning Talk about how enjoyable it is

How to Persuade NTsHow to Persuade NTs

Show that it has intriguing and fascinating potential Be a credible source of information Discuss its research base Highlight its theoretical background Demonstrate how it fits a strategy or core goal Show how it will increase competency Indicate its broad and far-reaching possibilities

Type DevelopmentType Development

Type Evolution– Dominant Birth - 12– Auxiliary Teens– Tertiary Twenties-Thirties– Inferior 35+?-Never?

INTJ (Introverted-iNtuiting-Thinking-Judging)– Dominant Introverted iNtuiting– Auxiliary Extraverted Thinking– Tertiary Introverted Feeling– Inferior Extraverted Sensing


ISTJ 1. Sensing 2. Thinking 3. Feeling 4. Intuiting

ISFJ 1. Sensing 2. Feeling 3. Thinking 4. Intuiting

INFJ 1. Intuiting 2. Feeling 3. Thinking 4. Sensing

INTJ 1. Intuiting 2. Thinking 3. Feeling 4. Sensing

ISTP 1. Thinking 2. Sensing 3. Intuiting 4. Feeling

ISFP 1. Feeling 2. Sensing 3. Intuiting 4. Thinking

INFP 1. Feeling 2. Intuiting 3. Sensing 4. Thinking

INTP 1. Thinking 2. Intuiting 3. Sensing 4. Feeling

ESTP 1. Sensing 2. Thinking 3. Feeling 4. Intuiting

ESFP 1. Sensing 2. Feeling 3. Thinking 4. Intuiting

ENFP 1. Intuiting 2. Feeling 3. Thinking 4. Sensing

ENTP 1. Intuiting 2. Thinking 3. Feeling 4. Sensing

ESTJ 1. Thinking 2. Sensing 3. Intuiting 4. Feeling

ESFJ 1. Feeling 2. Sensing 3. Intuiting 4. Thinking

ENFJ 1. Feeling 2. Intuiting 3. Sensing 4. Thinking

ENTJ 1. Thinking 2. Intuiting 3. Sensing 4. Feeling

N

T

S

F


Personal Unconscious

Collective Unconscious

Ego

Personal Conscious

N

T

S

F

Type Development - ChildhoodType Development - Childhood



Ego

Personal Conscious

N

T

S

F

Type Development - TeensType Development - Teens



Ego

Personal Conscious

N

T

S

F

Type Development - TwentiesType Development - Twenties



Ego

Personal Conscious

N

T

S

F

Type Development – Mid LifeType Development – Mid Life



Ego

Personal Conscious

Dominant Functions at Their Dominant Functions at Their Worst Worst (ISTJ, ISFJ, ESTP, ESFP)(ISTJ, ISFJ, ESTP, ESFP)

When Sensing is Dominant: May be experienced as …

overemphasizing short term results

unwilling to develop broader, significant change strategies

over-focused on detail at the expense of the main intent

unwilling to depart from own linear path

snap decision-making

Dominant Functions at Their Dominant Functions at Their Worst Worst (INFJ, INTJ, ENFP, ENTP)(INFJ, INTJ, ENFP, ENTP)

When Intuiting is Dominant: May be experienced as …

unrealistic and out of touch, in own world

over-emphasis on future possibilities

non-action oriented

impatient with those who ask for detail or evidence for their concept or idea

overlooking of important practical details

Dominant Functions at Their Dominant Functions at Their Worst Worst (ISTP, INTP, ESTJ, ENTJ)(ISTP, INTP, ESTJ, ENTJ)

When Thinking is Dominant: May be experienced as …

overly-cautious and risk-adverse

too conservative

over-deliberating at the expense of action

a stumbling block due to over-criticism, over-analysis

rigid and dogmatic about own thinking

Dominant Functions at Their Dominant Functions at Their Worst Worst (ISFP, INFP, ESFJ, ENFJ)(ISFP, INFP, ESFJ, ENFJ)

When Feeling is Dominant: May be experienced as …

relying too much on “gut feel” making decisions too much based on the way

people and things emotionally effect them emotional reactions worn on sleeve at the expense

of wiser reflection sees their inferences of others and their feelings as

fact defensive and over-reactive

Experiencing Stress Experiencing Stress (ISTJ, ISFJ, ESTP, ESFP)(ISTJ, ISFJ, ESTP, ESFP)

Doom and gloom attitude; end of the world; no possible way out; “The sky is falling”

Hopelessness and denial

When Sensing is Dominant and Intuiting is Least Preferred:

Experiencing Stress Experiencing Stress (INFJ, INTJ, ENFP, ENTP)(INFJ, INTJ, ENFP, ENTP)

Detail-bound; stubbornly preoccupied with irrelevant facts and fine print

Overindulgent; “Eat, drink and be merry”

When Intuiting is Dominant and Sensing is Least Preferred:

Experiencing Stress Experiencing Stress (ISTP, INTP, ESTJ, ENTJ)(ISTP, INTP, ESTJ, ENTJ)

Little things set you off; emotions are out of control and inappropriate to stimulus; may be hyperactive

Feel worthless, guilty; take failure personally

When Thinking is Dominant and Feeling is Least Preferred:

Experiencing Stress Experiencing Stress (ISFP, INFP, ESFJ, ENFJ)(ISFP, INFP, ESFJ, ENFJ)

Demand that blame be allocated; criticize; “You should have…”

Dominate and railroad others; treat people as pawns or mere numbers

When Feeling is Dominant and Thinking is Least Preferred:

Individuation – Integration of the Individuation – Integration of the Inferior FunctionInferior Function For an INTJ, this may involve developing an

interest in ESFP-type activities– Enjoying relationships for their own sake, rather

than in joint pursuit of some scientific objective– Taking up sporting pursuits simply to enjoy them,

without feeling the need to develop ever greater skill and competence.

– Spending more time with the family and enjoying life

– Developing a much greater appreciation for people, despite their lack of competence or intellectual ability

Prayers for the TypesPrayers for the Types

ISTJ Lord help me to relax about insignificant details beginning tomorrow at 11:41.23 am c.s.t.

ISTP God help me to consider people's feelings, even if most of them ARE hypersensitive.

ESTP God help me to take responsibility for my own actions, even though they're usually NOT my fault.

ESTJ God, help me to not try to RUN everything. But, if You need some help, just ask

ISFJ Lord, help me to be more laid back and help me to do it EXACTLY right.

ISFP Lord, help me to stand up for my rights (if you don't mind my asking).

ESFP God help me to take things more seriously, especially parties and dancing.

ESFJ God give me patience, and I mean right NOW!


INFJ Lord help me not be a perfectionist. (did I spell that correctly?)

INFP God, help me to finish everything I staENFP God, help me to keep my mind on one th-

Look a bird- ing at a time.ENFJ God help me to do only what I can and trust you for the rest.

Do you mind putting that in writing?INTJ Lord keep me open to others' ideas,

WRONG though they may be.INTP Lord help me be less independent, but let me do it my way.ENTP Lord help me follow established procedures today.

On second thought, I'll settle for a few minutes.ENTJ Lord, help me slow downandnotrushthroughwhatIdo


Amen

the soft side of software engineering - part i type and temperament todd little - intj

Documents

true type slide

intj slide

handedness slide

understanding type

carl gustav jung slide

temperament preferences

way people

preferences preference