FREE INTRODUCTION TO MYERS-BRIGGS® TYPE SERIES WEBSITE INCLUDED See inside cover for details Introduction to Myers-Briggs® Type and COMMUNICATION DONNA DUNNING Second Edition Continue your exploration of Myers-Briggs® personality type by visiting our complimentary companion website.* Just go to www.mbtitype.com and register using the access code below. This access code is unique and can be used only once. *Subject to website availability. Introduction to Myers-Briggs® Type and Communication DONNA DUNNING Second Edition About the Author CONTENTS Donna Dunning, PhD, has worked as a consultant Introduction 1 and psychologist, specializing in the areas of career development, learning, communication, and work Communicating with Type in Mind 5 performance, for more than 25 years. An award-winning author and a member of the MBTI® International Training Communication Styles of the 16 Types 14 Faculty, she has written over a dozen publications on the ISTJ 18 topic of personality type. She believes people can learn to work, play, and build relationships more effectively ISFJ 20 when they understand their personal preferences and the INFJ 22 preferences of the people around them. INTJ 24 ISTP 26 ISFP 28 INFP 30 INTP 32 ESTP 34 ESFP 36 ENFP 38 ENTP 40 ESTJ 42 ESFJ 44 ENFJ 46 ENTJ 48 Communication and Type Dynamics 51 Seven Universal Communication Strategies 60 Introduction to Myers-Briggs® Type and Communication Copyright 2003, 2016 by The Myers- The Myers-Briggs Company Briggs Company. No portion of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or media or by any means, electronic, mechanical, photocopying, +1 800 624 1765 | www.themyersbriggs.com recording, or otherwise, without the prior written permission of The Myers-Briggs Company. Myers-Briggs Type Indicator, Myers-Briggs, MBTI, Introduction to Type, Step I, Step II, the MBTI logo, and The Myers-Briggs Company logo are trademarks or registered trademarks of The Myers & Briggs Foundation in the United States and other countries. Printed in the United States of America. 22 21 20 19 18 12 11 10 9 8 7 6 5 Introduction Communication is key to successful business and personal interactions. You communicate with others every day on many levels. However, you may not always take time to analyze how your natural ways of interacting affect others. Understanding, appreciating, and accommodating individual differences in communication style can enhance your ability to communicate. This communication advantage will increase your effectiveness as an employee, supervisor, trainer, coach, team member, entrepreneur, and/or leader. This booklet begins by reviewing four pairs of preferences personal preferences in a positive way and appreciate that form the basic components of 16 personality types. the preferences of others that are different from Made up of four letters, these 16 personality types have yours. You can then learn about and appreciate your unique preferences for communicating. You will see natural communication style and adapt your style to how personality type is more than the sum of individual communicate effectively with others. preferences. You will be introduced to the topics of type dynamics and development and will see the effect of a The Four Preference Pairs person’s favorite process on his or her communication The first step in understanding personality type is to style. And, once you understand the building blocks determine the characteristic ways you prefer to direct of personality type and how they interact, you will be and receive energy, take in information, decide and come able to appreciate and accommodate communication to conclusions, and approach the outside world. The differences. MBTI assessment identifies two opposite preferences in each of these four areas of personality, for a total of eight JUNG’S PERSONALITY TYPE FRAMEWORK preferences. Each preference is represented by a letter. Although you use all of the preferences at least some The personality type framework used in this booklet of the time, you naturally prefer one in each pair to the comes from the insights and writings of Carl Jung, as other. By choosing one preference from each pair, you interpreted and developed by the work of Katharine can discover your four-letter Myers-Briggs® type. Cook Briggs and Isabel Briggs Myers, creators of the Myers-Briggs Type Indicator® (MBTI®) assessment. The four pairs of opposite preferences describe four Personality type is a nonjudgmental tool that looks at different aspects of personality, as shown in the table on the strengths and gifts of individuals. Knowing your the next page. personality type will help you understand and apply your 1 THE FOUR MYERS-BRIGGS® PREFERENCE PAIRS The way you direct and receive energy EXTRAVERSION INTROVERSION People who prefer Extraversion tend to direct their People who prefer Introversion tend to direct their energy toward the outside world and get energized energy toward their inner world and get energized by interacting with people and taking action. by reflecting on their ideas and experiences. The way you take in information SENSING INTUITION People who prefer Sensing tend to take in information People who prefer Intuition tend to take in information that is real and tangible. They focus mainly on what by seeing the big picture. They focus mainly on the they perceive using the five senses. patterns and interrelationships they perceive. The way you decide and come to conclusions THINKING FEELING People who prefer Thinking typically base their People who prefer Feeling typically base their decisions decisions and conclusions on logic, with accuracy and conclusions on personal and social values, with and objective truth the primary goals. understanding and harmony the primary goals. The way you approach the outside world JUDGING PERCEIVING People who prefer Judging typically come to People who prefer Perceiving typically look for more conclusions quickly and want to move on, and take information before coming to conclusions and take a an organized, planned approach to the world. spontaneous, flexible approach to the world. It is essential that you don’t use personality type four preferences. A four-letter type not only shows to categorize, label, or limit yourself or others. The how a person prefers to direct his or her energy and descriptions given here are general, so not all statements approach the outside world but also provides an order will apply to you or any other specific individual. They and pattern for how that individual takes in and evaluates are provided as a guide to your self-assessment and information. From a four-letter type you can discern a understanding. The preferences you express and develop person’s favorite (first), second, third, and least favorite are greatly influenced by your situation and experiences. (fourth) way of processing information. As a result of You may have disregarded your natural disposition and these type dynamics, each of the 16 combinations of learned to use the skills and attributes of a different letters represents a unique way of relating to the world. preference in order to be successful. You also may be at a Someone with an ISTP personality type will be quite point in your life where you need to or choose to develop different from someone with an ISTJ personality type, preferences you have not used much in the past. even though three of their four letters are the same. These dynamics are included in each of the upcoming As described earlier, there are 16 possible four-letter 16 type descriptions and are explained in greater detail combinations and thus 16 different personality types. later in this booklet. However, personality type is more than the sum of 2 H OW THE PREFERENCES INFLUENCE COMMUNICATION EXTRAVERSION | “Let’s talk this over.” INTROVERSION | “I need to think about this.” Individuals with a preference for Extraversion tend to: Individuals with a preference for Introversion tend to: Focus their energy and process information externally Focus their energy and process information internally Dislike working on one thing for a long time, especially if Prefer quiet places to work and can work on one thing for they must do so on their own a long time Learn and work best when able to share and discuss Learn and work best by having time to reflect and sort out information with others information on their own Ask questions and think out loud during activities or while Think before they speak or act; can be uncomfortable working through a decision when asked to perform or respond on demand Understand their world best by acting on it or talking Downplay their strengths externally with the result that about it their abilities can often be underestimated SENSING | “Just the facts, please.” INTUITION | “I can see it all now.” Individuals with a preference for Sensing tend to: Individuals with a preference for Intuition tend to: Focus on individual facts and details before seeing Focus first on what facts mean and how they fit together; underlying patterns or whole concepts see links, possibilities, and relationships Be interested in the facts as they are known now and the Pay more attention to connections between and practical realities of a situation implications of facts than to facts and details alone Prefer information and tasks that are organized and Prefer information that is introduced with a big-picture presented in an orderly, sequential format overview; jump around between ideas and tasks Work at a steady pace Work in bursts of energy Become impatient or frustrated with complicated or Become bored or impatient with tasks that require future-oriented tasks that may take a long time to complete considerable focus on details, routines, or sequencing Like having their senses engaged as they work; have an Like creating ideas and possibilities; have a future and immediate and realistic focus change focus THINKING | “Is this logical?” FEELING | “Will anyone be hurt?” Individuals with a preference for Thinking tend to: Individuals with a preference for Feeling tend to: Evaluate situations by focusing on logic and analysis Evaluate situations by focusing on relative value and personal factors Be most influenced by objective data and cause-and-effect relationships Be most influenced by the effects that information and situations have on the people involved Consider pros and cons of ideas, information, and opinions Consider personal impacts of ideas, information, Make decisions based mainly on logic and opinions Prefer calm, objective interactions; often see work and Make subjective decisions that are based on their private life as separate understanding of the needs, emotions, and feelings Spot flaws and provide constructive feedback of the individuals involved Prefer support and encouragement; often want personal connections with co-workers Understand and appreciate others JUDGING | “Just do something.” PERCEIVING | “Let’s wait and see.” Individuals with a preference for Judging tend to: Individuals with a preference for Perceiving tend to: Make decisions as soon as possible so they can work Delay decisions so they can continue to gather toward goals, complete tasks, and move on information; like to keep their options open Plan and structure activities; organize time and tasks Act spontaneously and leave things to the last minute Prefer to accomplish tasks and have closure Prefer starting projects to following through with projects Be tolerant of routines and structure Be frustrated by rules, routines, and highly structured tasks Be uncomfortable with unplanned changes Be open, flexible, and adaptable 3 Communicating with Type in Mind As you communicate with others, it is As you read through the preference pairs and important to remember that they may have communication examples, think of times when your preferences may have affected your interactions with different preferences than you do in the way others. By looking at the pairs individually, you can they take in and evaluate information and the begin to develop your awareness, understanding, and way they are oriented to the world around appreciation of communication differences. Use the tips them. The following sections highlight some as a starting point for enhancing your communication. of the communication differences for each of Later in the booklet we will explore how each preference pair interacts dynamically with the other preference pairs the preference pairs. when people are communicating. 5 EXTRAVERSION AND INTROVERSION are not always well thought out. Still, even when they IN COMMUNICATION recognize this difference, it can be a challenge at times for Introverts to sort out what parts of the free-flowing People who prefer Extraversion are energized by lively, exchange are important to Extraverts. enthusiastic discussions. Their conversation is rapid paced as individuals often interrupt each other to elaborate on and process thoughts. A wide range of new and interesting DERAILING YOUR TRAIN OF THOUGHT thoughts and ideas are quickly expressed and discussed. An Introverted project supervisor was working on a particularly People who prefer Introversion are energized by quiet complex project. His Extraverted manager regularly shared ideas to conversations with space for reflection. Their conversation improve the project. These ideas were not always practical or well pace is slower as they take time to formulate and build thought out. The project supervisor was unsure if he should rethink the thoughts and ideas internally. These calm, carefully project to incorporate these new ideas. Rather than engage in constant paced interactions provide a comfortable and energizing redesigning, to deal with this communication difference he approached setting that allows time to think and then speak. The his manager with his project plan and asked for feedback. The Extraverted conversation style provides little opportunity supervisor also discussed his need to understand when the manager for Introverted individuals to reflect and then state their was brainstorming casual suggestions rather than offering specific opinions. Because of their preference to think out loud, direction for change. By clarifying these points, the project supervisor Extraverts may be surprised to hear that Introverts feel was able to keep his project on track rather than feel derailed. unable to contribute. The Extraverted perspective may be that the Introverts are holding out by not providing Communication differences can be especially pronounced additional input that energizes the Extraverts. in conflict situations. People who prefer Extraversion typically want to discuss and deal with conflict immediately, while people who prefer Introversion typically want to NO CUES MEANS BAD NEWS have some time and space to think issues through before An Extraverted employee was very enthusiastic at work and often voicing their opinions and potential solutions. As each came up with new ideas. However, when she tried to discuss these demands something that the other doesn’t prefer, the ideas with her Introverted manager she felt that they were dismissed discomfort can escalate. Extraverted types can become or ignored. The manager was surprised to hear this feedback. He had impatient when they want to resolve matters and move on. listened carefully to her ideas and was thinking of ways to implement They don’t want to wait while Introverted types take time many of her suggestions. Sometimes, though, when the employee to process information internally. They may not provide went into the manager’s office, the manager was thinking about other the time and space the Introverted types need, further things and was not ready to listen to or process the new information. compounding the problem. The manager is learning to offer immediate feedback and use cues to show that he is listening and agreeing to the employee’s ideas. The employee is respecting the manager’s preferences by asking first if IN YOUR FACE, GET SOME SPACE he has some time to talk rather than interrupting him by launching An Extraverted employee was frustrated because his Introverted directly into her ideas. colleague withdrew and became uncommunicative when he tried to confront some work-related issues. The Introverted colleague When Introverts share an opinion, it typically has already defended her withdrawal by commenting that she was unable to offer been carefully evaluated and well thought out. Once they her viewpoints because the frustrated co-worker was aggressive and give their input, they are not likely to repeat or reinforce overbearing. Both learned to accommodate the other’s communication it. Extraverts, who tend to think out loud, may not give style. The Extraverted employee learned to state issues calmly and set this opinion the consideration it deserves. Valuable a time in the future to discuss issues. This gave his Introverted colleague contributions can get lost this way. Similarly, Introverts time to think about and prepare for a discussion. The Introverted may put too much emphasis on what Extraverts say in the employee learned to express her opinions more openly. The moment. This can cause communication problems until Extraverted colleague slowed the pace of the conversation so that his Introverts recognize that comments made by Extraverts co-worker could process the information and formulate a response. 6 EXTRAVERTED TYPES IN COMMUNICATION INTROVERTED TYPES IN COMMUNICATION “Let’s talk this over.” “I need to think about this.” Communication Strengths Communication Strengths Are active, energetic, and enthusiastic Are a quiet and calming presence Think on their feet Respond carefully and thoughtfully Establish networks of contacts Get to know a few people well Have a broad range of interests Have in-depth knowledge about key areas of interest Provide extensive information and feedback Listen to others without interrupting Communication Approach Communication Approach Seek interactions and diversions Seek calm, quiet time to reflect Share thoughts freely in lively group discussions Prefer one-to-one interactions Can discuss a wide range of topics Like to understand topics in depth Change topics and opinions as a conversation progresses Need time to think before changing perspectives Think out loud Process information internally Share ideas or information immediately Prefer to have information ahead of time Respond rapidly Wait for a pause before speaking Talk more than listen Listen more than talk Interrupt and may finish other people’s sentences Are comfortable with silence Ask lots of spur-of-the-moment questions Share well-thought-out ideas or questions How to Communicate with People Who Prefer Extraversion How to Communicate with People Who Prefer Introversion Acknowledge that you are listening and use cues to show Let them finish their thoughts; don’t interrupt them that you are preparing to respond Think before speaking or let them know that you are Provide immediate feedback and verbal acknowledgment thinking out loud Express overt interest and enthusiasm: lean forward, nod, Respect their need for privacy, build trust, and ensure smile, and maintain eye contact confidentiality If you need it, ask for time to think about something, then Choose a time and place to communicate with a minimum set a time to communicate of distraction Anticipate that they will want feedback and be prepared to Speak slowly and calmly (without being condescending) share information right away Pause and wait for a response; don’t jump in to fill silence, Contribute to conversations by discussing topics you know especially with small talk well Have one-to-one conversations rather than communicating Talk person-to-person rather than communicating through in a group setting writing Don’t come across as imposing or demanding an immediate Take the initiative to introduce yourself or start a response conversation Provide information ahead of time and allow time and space Deal with conflict and be willing to confront issues when for processing they occur When possible, provide written information that they can Remember that Extraverts often think out loud, so don’t consider in their own time assume that what they say is well thought out 7