Type Talk at work is a presentation to assist in understanding different personalities and relationships in the offic

1. Type Talk and
Relationships
16 Personality Types
and Success on the Job
By Kroeger, Thuesen, Rutledge

2. Different personalities can
accomplish everyday tasks
in very different ways.
Typewatching is a
constructive response to
the inevitability of
labeling… we might as well
do it skillfully, objectively,
and constructively.

3. Typewatching
• A judgment-free
psychological
system… a way of
explaining “normal”
rather than
abnormal behavior.
It enables us to
objectively view
actions that we
might otherwise
take personally.
• Not a science

4. Awareness
• Everyone has all 8
personality preference types
to some degree or another
• There is no good or bad type
• There is no one type that is
better than another
• Typewatching helps you
become aware of your type
preferences
• Typewatching helps you
become aware of your
strengths and weaknesses
• Awareness of your own
preferences can you help
you become more well-
rounded
• Typewatching can help you
understand and value
differences in others

5. Human Behavior Theory
• Typewatching started over 60 years
ago
• C.G. Jung… behavior is not random,
but predictable and can therefore be
classified
• There isn’t a right or wrong way of
approaching issues… just preferences
related to personalities
• Myers-Briggs Type Indicator (MBTI)…
used to establish individual preferences
and then to promote a more
constructive use and understanding of
the differences between people

6. Our Personal Differences are
our Relationship’s Strengths
• Different
strokes for
different
folks…
• It takes all
kinds…
• Variety is the
spice of life…

7. Understanding Yourself
• Typewatching allows you to
identify your personality
preferences and how you are
similar to and different from those
around you.
• You can identify where those
similarities and differences make
for harmony and where they
cause misunderstanding and
discord.

8. Why Typewatching?
• Allows various • Negotiate ethical
points of view to be differences by
understanding that each
heard type views an ethical
• Understanding and situation differently
accepting your own • Allows each person to
strengths and relate according to his or
weaknesses her own style
• Understand that what
• Define relationship can excite and energize
problems in one person can stress
typological terms and drain another
rather than personal • Better understanding
ones that different types deal
with time in different
ways

9. What Type Are You?
Instructions for assessment…
1. Must respond to each
statement
2. Can only have one
answer… if there’s a
toss-up, you must
choose your preference
3. Don’t over-analyze the
questions, go with your
instinct and general
preferences
4. Remember, you are not
choosing what you wish
you were or hope to
be… for this exercise to
be useful, you must
choose what you would
generally prefer and
what best describes you
now

10. Scoring Your Assessment
1. Handout
Assessment
page
2. Adding up your
responses
3. Identify your
four letter type?
4. Identify your
temperament?

11. According to this theory, each of us is
born with a predisposition for certain
personality preferences. There are four
pairs of preference alternatives.
• Extraverted (E) or Introverted (I)
• Sensing (S) or iNtuitive (N)
• Thinking (T) or Feeling (F)
• Judging (J) or Perceiving (P)
These words do not have the usual meanings that they
have in our everyday language.

12. Right Hand / Left Hand
• Just because you’re
right-handed doesn’t
mean that you never
use your left hand.
You just “prefer” to
use you’re right
hand… it’s more
“natural”
• However, in some
tasks, using both
hands will give you
far greater ability,
flexibility, balance
and confidence

13. E / I = Energy & Inspiration
• Extroversion or
Introversion has to do
with where you get
your energy and
inspiration from…
• outside yourself (E)
• within yourself (I).
• Doesn’t necessarily
mean quiet and shy, but
it can

14. S / N = Gathering Information
• Sensing and
iNtuitive has to do
with how you prefer
to gather
information…
• in a literal, orderly or
sequential way (S)
• or in a more
figurative,
theoretical or
conceptual way (N).

15. T / F = Making Decisions
• Thinking and
feeling has to do
with the way you
prefer to make
decisions…
• objectively and
impersonally (T)
• or subjectively and
interpersonally (F).
But remember… thinker’s feel and feeler’s think.

16. J / P = Day-to-Day Lifestyle
• Judging and
Perceiving, has to
do with your day-
to-day lifestyle…
• do you prefer to be
decisive and
planned (J)
• or flexible and
spontaneous (P)?

17. Extraverts Introverts
• Sociability • Territoriality
• Interactive • Concentration
• External • Internal
• Breadth • Depth
• Extensive • Intensive
• Multiple • Limited relationships
relationships • Energy conservation
• Energy expenditure • Internal reactions
• External events • Reflective
• Gregarious • Think, then speak
• Speak, then think

18. Sensing iNtuitive
• Direct • Random
• Present • Future
• Realistic • Conceptual
• Perspiration • Inspiration
• Actual • Theoretical
• Down-to-earth • Head-in-clouds
• Fact • Fantasy
• Practicality • Ingenuity
• Specific • General

19. Thinking Feeling
• Objective • Subjective
• Firm-minded • Tenderhearted
• Laws • Circumstances
• Firmness • Persuasion
• Just • Humane
• Clarity • Harmony
• Analytical • Appreciative
• Policy • Social values
• Detached • Involved
Remember that thinkers feel and feelers think
(objectivity vs. awareness of others feelings).

20. Gender Bias
• Thinking / Feeling pair is the only type
that has a gender bias.
• The Thinking woman swims upstream
against a rather swift negative current
in most aspects of her life, and
nowhere is this more true than at work.
If she is objective and decisive she is
viewed as “hard” and “unfeminine,”
among other terms.
• The Feeling male is similarly called a
pushover simply for his caring nature.

21. Judging Perceiving
• Resolved • Pending
• Decided • Wait and see
• Fixed • Flexible
• Control • Adapt
• Closure • Openness
• Planned • Open-ended
• Structure • Flow
• Definite • Tentative
• Scheduled • Spontaneous
• Deadline • Time is relative

22. A Place for Everything
Nothing is
ever lost…
either a
Perceiver has
it and can’t
find it, or a
Judger has
filed it and
forgotten it.

23. Good and Bad Types
• How do you feel
about your type?
• Do you feel that
some types are
better than
others?
• Are there societal
preferences of
how we “should”
be?

24. Changing
• You may find that
you need to adjust
your original
preferences
• If you split scores or
your scores are close
on a type, you have
probably learned to
compensate in a
non-preference area
(but you will still have
a natural preference)
• For example, you
can be an “I” in Es
clothing

25. Ten Commandments
1. Life tends to support 6. Typewatching is only
our preferences. one lens through
2. Your strength which to view human
maximized becomes a personality.
liability. 7. Typewatching must
3. Typewatching is only a begin with yourself.
theory. 8. Typewatching is easier
4. Typewatching is never said than done.
an excuse. 9. Don’t blame everything
5. The whole is greater on your opposite type.
than the sum of its 10. Typewatching can’t
parts. solve everything.

26. Four Temperaments
NF NT SJ SP
ENFJ ENTJ ESTJ ESFP
INFJ INTJ ISTJ ISFP
ENFP ENTP ESFJ ESTP
INFP INTP ISFJ ISTP
• Sensing
– Judging or Perceiving
• iNtuitive
– Thinking or Feeling

27. NF – iNtuitive Feeling
• A phenomenal capacity
for working with people
and drawing out their
best
• Being articulate and
persuasive
• A strong desire to help
others
• The ability to affirm Teaching,
others freely and easily counseling, religion,
• 12% of the U.S. pop family medicine, etc.
• Essential element:
People
“Hi, I’m an NF, and I’m here to help!

28. Downside of the NF
• Their warm styles can
make it difficult for
others to disagree with
them
• May have difficulty being
supervisors as they tend
to give workers too
much leeway.
• Less concerned with
credentials as with how
much they like someone
• Risks that genuine
contributions may be
overlooked if personality
differences get in the
way

29. NT – iNtuition Thinking
• A ready ability to see the
big picture
• A talent for conceptualizing
Strategic planners, researchers,
and systems planning
never-ending quest for competence,
• Insight into the internal
driven to understand the universe. logic and underlying
principles of systems and
organizations
• The ability to speak and
write clearly and precisely
• 12% of U.S. pop
• Essential Element:
Conceptualization
“Change for the sake of change produces learning, even if
the only thing we learned is that we shouldn’t have
changed.”

30. Downside of the NT
• Their loyalties are
directly related to
someone’s
competencies (not
credentials)
• They learn by
challenging
authority and testing
limits
• Critical of own and
others shortcomings

31. SJ – Sensing Judging
• Administration
• Dependability Administrators of systems
that require precision and
• The ability to take organization; purpose in life
charge is to belong to meaningful
institutions; trustworthy,
• Always knowing loyal, helpful, brave, clean
who’s in charge and reverent
• About 38% of U.S.
Pop
• Essential Element:
Procedure
“Don’t fix what ain’t broke.”

32. Downside of the SJ
• Credentials are
important, even if
the SJ thinks a
person is
incompetent
• Not very patient
• When something
goes wrong, they
blame the
system

33. SP – Sensing Perceiving
• Practicality
Immediate, tangible
rewards; firefighting, • Adept problem-
emergency medicine,
mechanics, farming,
solving skills,
carpentry, negotiators, particularly at
troubleshooters. hands-on tasks
• Resourcefulness
• 38% of U.S. pop
• A special sense
of immediate
needs
“When all else fails, read the directions!

34. Downside of the SP
• SP’s operate under
the assumption that
“it’s easier to get
forgiveness than
permission”
• Their motto is “Just
Do It”
• Act now, pay later
• Hedonistic nature

35. Breaks
• SP – Do I need a change of
pace?
• SJ – Is it time for a break?
• NT – Is everything else under
control?
• NF – Will it make me feel good?

36. Have a Nice Day
• NT – Have an interesting day.
• NF – Have an inspiring day.
• SJ – Have a productive day.
• SP – Have a fun day.

37. Leadership
• Your preference
of either Sensing
or iNtuition is the
primary indicator
of your
– Teaching style
– Learning style
– Communication
style
– Leadership style

38. Sensing Leaders
• Use their 5
senses
• Tend to lead by
exercising their
experience and
their command of
detail
• Get stuff done
• Detail-oriented

39. iNuitive Leaders
• Conceptualize
• Future driven
• Tend to lead by
exercising their
vision and drive to
change and develop
their colleagues and
the systems around
them
• See the “Big
Picture”

40. Thinking Leaders
• Are analytical and
objective
• Thinking leaders
strive to make
decisions by
standing back,
removing themselves
from the issue or
subject at hand
• And employing
cause-and-effect
logic to reach a
conclusion
Personal considerations make it into the T’s decision-making equation,
but they do not control or overpower the process.

41. Feeling Leaders
• As leaders, Fs
tend to exercise
power through
relationships and
attention given to
subjective human
values.
• People First

42. Exercise: Fair Warning
• At org, Inc., the policy is that work begins at 9:00am.
The employment manual says that all staff should be at
their desks, engaged in their duties, by 9:00am to avoid
reprimand. Today, John comes to work twenty minutes
late.
• How would the T leaders respond?
• How would the F leaders respond?

43. Extravert Leaders
• Es receive their
energy through the
outside world and
influence others by
engaging with
them… talking and
networking
• They “let it all hang
out” (WYSIWYG)
• Can be more prone
to talking than
listening
• Likes to bounce
ideas off of everyone

44. Introvert Leaders
• Energized by their
inner world of ideas,
thoughts, and
concepts
• Influence by
presenting ideas,
plans, visions, or
values (often in
writing)
• Private, closed… has
a lot brewing under
the surface and only
shares a small piece
• Needs time to think
about things privately

45. Judging Leaders
• Work now, play later
• Decisive, closure, structure, schedules
• Order and control
• Can give direction easily

46. Perceiving Leaders
• Ps are flexible, curious and open-minded
people who can be easygoing, informal,
adaptable and fun-loving.
• Can also be perceived as scattered,
unscheduled and prone to having more starts
than finishes.

47. One O’Clock Jump
The Judger is slightly The Perceiver is
irritated that the day’s somewhat excited that
schedule did not unfold there is yet another option
as planned and will try to available at 1:00pm and
control the situation as will readily adapt to the
much as possible. new interruption.
• Two people – a judger and a perceiver – each
have something on their calendars for 1:00pm on
Tuesday. Something else has just come up that
conflicts with the scheduled appointment. In both
cases, the conflicting items seems attractive, even
necessary.
The real skill to be effective is to know when to adapt
and when to control – regardless of type.

48. Viewing Leadership through
Temperament
• Different personality types
see power very differently
and rooted in vastly different
places.
• Viewing leadership through
the lens of temperament
gives us insight into how
each of us tends to view
power… where it is and how
we are mostly likely to use it.

49. NF Leaders
• The “People” People
• Desire harmony, connection, inclusion,
and group cohesion
• Take it personally if people don’t follow

50. NT Leaders
• Competence above all
• Desire logic, clarity
• Quick to criticize because it is through criticism
that we learn
• One of the greatest gifts that an NT Leader feels
he/she can give to someone is criticism of
performance as this will eventually free you from
their scrutiny

51. SJ Leaders
• SJs see power in
structure, hierarchy
and traditions
• Titles, salaries,
tenure,
commendations
• Detail, practicality
and efficiency
• Achieve order over
chaos

52. SP Leaders
• The
Troubleshooters
• Deal with the
practical demands
of the moment
• Exercise their
power by solving
problems
• Good at crisis
management

53. Defusing the Situation
A meeting was taking place at a U.S. embassy in Africa. At one
point an embassy official walked into the room and calmly notified
the group that a bomb threat had been made against the
embassy and that they must clear the building.
• NFs dashed to the phone to call their families to let them
know that everything was all right and not to worry.
• NTs started debating with one another the effectiveness of the
embassy bombing, the practice of phoning in bomb threats,
and the role each plays in the efforts of international terrorism
– a discussion that continued throughout the afternoon at the
café across the street.
• The SJs automatically went to the corner of the room and
pulled out an official manual to determine the SOP for dealing
with bomb threats.
• The SPs, within moments, were in the hallway, directing
traffic, answering questions, and getting colleagues out of
harm’s way.

54. Attitude Pairings
• The physical world of action, people,
places, and things is where leaders
most often have to engage, so Attitude
Pairings can tell us a lot about how a
person’s behavior will both create and
inhibit leadership potential.
• EJs – The Natural Influencers
• IJs – The Strong, Silent Types
• EPs – Energizing Forces
• IPs – Quiet and Reflective

55. Real Leadership
• The real power of • They can be verbal and
gregarious, yet
understanding reflective and
type in leadership thoughtful; they can
pay attention to the
derives from your details of the moment
ability to access while paying heed to
your preferences the bigger picture; they
must be fair, objective,
as well as your humane, and just; and
non-preferences. they must be focused
on results while staying
• The most effective open to changing
leaders seem to circumstances and new
information.
“have it all”

56. Reward and Punishment
• People have
differing
views of
rewards and
punishments

57. E and I Relationships
• Es and Is approach cooperation and
teamwork from opposite directions
which can lead to misunderstanding
• Es can demand more time and
attention and can tire the people
around them
• Is tend to keep a great deal of
information to themselves and this can
be viewed by Es with suspicion

58. S and N Teamwork
• Sensor • iNtuitive
– Everyone has a – The very image
job to do and of a team is
that’s what you inspiring and
get paid for exciting
– If I didn’t spend – If everyone could
so much time in catch that
meetings on how enthusiasm…
to work together, productivity,
I’d get my job profits and pride
done more would skyrocket.
quickly

59. T and F Teamwork
• Thinkers view • Feelers view
teamwork as teamwork as how
anything that well people work
accomplishes the together in doing
task. the task.
• You don’t have to • It is hard to work
like someone to with someone
work with them. you don’t like.
• Personal • Group spirit is
accountability is the key.
the key.

60. More on Ts and Fs
• This preference • Obviously, BOTH is
is harder to over- needed for
teamwork and
come because it success!
reflects opposing
• A successful
yet ingrained company is one that
philosophies balances its logical
• Products vs. tasks with an
process awareness of the
human element
• Head vs. heart required to reach
• Task vs. people those tasks.

61. How to Help Ts Be
Sensitive to Feelings
• Ts – If you’re a T, don’t respond when your
feelings are strong (waiting is better)
• Ts - Prepare to respond by getting clear about
what made you angry and why
• Fs - Listen to the T’s side and communicate
your understanding of their logic
• Fs - Explain your feelings in an objective and
logical way
• Ts - Suggest alternatives that can be made
into a matter of policy
• Remember, to a T, it’s not personal and to
an F, everything’s personal.

62. How Ts Can Help Fs Deal
with the Tough Stuff
• Don’t give feedback when you’re feeling
hard-nosed and critical.
• Prepare first by listing all the things the
person did well.
• Say (in so many words) I like you and your
work, and here are ways it could be even
better.
• Be cooperative. Tell them you want to help.
• Listen to the person’s feelings and show you
understand by sharing a similar experience.

63. J and P Teamwork
At 9:00am sharp the Js are sitting in place, pencils sharpened,
ready to go (having read the agenda emailed before the
meeting). By 9:05 the Js are already feeling resentful that they
are being punished by the latecomers. The last P straggles in at
about 9;17, apologizes for being late, glances at the agenda for
the first time and suggests some changes. By 9:43 the team has
already divided into several camps
• “I’ll get you for being late.”
• “I’ll vote for anything to end this
meeting.”
• “Let’s not make rash decisions.”
• “Isn’t it time to take a break?”

64. Js and Ps
• The goal is to
– Keep the Js
from coming to
decisions too
quickly, and
– Encourage the
Ps to come to
closure and
completion on
issues.

65. Problem Solving
• Personality differences
provide the key to more
creative and dynamic
solutions.
• They also intensify and
sometimes hamper our
ability to work through
problems effectively.
• The more people
involved in solving a
problem, the longer it
may take, but the
higher the commitment
and the better the end
result.

66. How the 8 Preferences
Solve Problems
• Es talk them through with someone else
• Is need time and privacy to reflect internally
• Ss trust the facts and evidence
• Ns consider alternatives and look at the
bigger picture
• Ts keep everyone aware of the potential
consequences
• Fs bring the reality of how the process affects
people
• Js are solution/implementation oriented
• Ps will massage a problem thoroughly

67. Balance
• If the best solution in the world
does not take into account how it
will be received by the parties
involved, it works only on paper
and is likely to fail.
• Conversely, if people are relatively
happy with the solution but certain
organizational objectives aren’t
being met, this solution is also a
failure.

68. Crises
• During times of
crisis, it is human
nature to fall back
on our preferences.
• You can increase
your success rate
and reduce your
stress by
understanding how
personality type
plays a role.

69. The Z Factor
1. Gather the facts
(Sensing)
2. Brainstorm
possibilities Feeling Sensing
(iNtuition)
3. Analyze
objectively
(Thinking) Thinking iNtuition
4. Weigh the
impact (Feeling)

70. The Z Problem-Solving
Model
Sensing iNtuition
Facts and details Alternatives
Thinking
Feeling
Analyze Objectively
Impact to others

71. Temperament and Problem-
Solving
• ST – Rely on facts (S) and translate
them analytically and objectively (T)
• SF – Rely on facts (S) and translate
to how they affect people (F)
• NF – Rely on possible alternatives (N)
and translate to how they affect
people (F)
• NT – Rely on possible alternatives (N)
and translate them analytically and
objectively
As you use this model and include all temperaments, you can rely on
others to provide your non-preferences in problem-solving.

72. Perspective is Key
• If you know at the
start what preferences
are missing from your
problem-solving style,
you’ll be better
equipped to find
solutions.
• By compensating for
your non-preferences
or underrepresented
preferences you’ll
ensure that the
solutions are the best
ones available.

73. Conflict Resolution
• People view conflict differently…
• For some it is a creative and dynamic force that can
move the parties involved to a new level of
understanding. An opportunity for growth!
• Others see it as a necessary evil that you can only grin
and bear and hope that everything turns out okay.
• Still others view it as devastating and to be avoided at
all costs.

74. T & F Conflict Resolution
• Thinkers would like
Feelers not to
personalize things
• Feelers would like
Thinkers to consider
their feelings and
opinions
• The biggest concern for
both Ts and Fs is the
same thing…
– losing control, albeit
for different reasons
– Ts fear they might get
angry
– Fs fear they might get
teary

75. E & I Conflict Resolution
• Es prefer to
move a conflict to
the external
arena for
discussion
• Is prefer to avoid
conflict at all
costs

76. More on Is and Conflict
• Is say to themselves, “Go inside and work
carefully on your next move. Don’t expose
yourself, don’t make a fool of yourself, and
don’t say or do anything you’ll regret. Above
all, stay aloof, cool, and quiet.”
• The Es perception is the Is don’t care or don’t
think the problem is a big deal.
• Es give the problems to the outside world and
the Is internalizes them.
• Nothing is more physically stressful to an I
than conflict.
• Is have more stress-related illnesses because
they hold everything in.

77. Judging and Conflict
Resolution
• Js like structure, so any
unplanned or
unannounced change
can lead to some
abrasive responses,
which are often
interpreted as anger or
disagreement, even
when that’s not the
case.
• Judgers can be
shocked, flabbergasted,
and amazed when, in
the peak of a
“discussion,” they are
told that they sound
angry.

78. Extraverts and
Introverts
Group Activity 1: Describe
your ideal weekend

79. Overcoming the Obvious
• If you can consider
the personality
preferences of the
person with whom
you are in conflict,
you will find (while
the resolution may
take longer and be
somewhat more
arduous than you’d
prefer) the end
result is always
better.

80. Goal Setting
Ideally, goal setting
will get you moving in
a direction.

81. E & I Goal Setting
• Es talk goals through and prefer a
group experience
• Is prefer to reflect awhile and prefer
advance thinking (drafts) and
preparation
Remember…
SILENCE = CONSENT

82. Most Effective for E & I
• The most effective
goal-setting process
would be one that
gives Extraverts the
opportunity to
verbalize (and re-
verbalize) their
ideas, and
• Introverts the time to
reflect on what has
been discussed

83. S & N Goal Setting
• Sensors • iNtuitive
• Hands-on, here- • Theoretical
and-now • Futuristic
• Simple • Inspirational
• Attainable • Challenging
• Understandable • Dream the
• No frills impossible
dream

84. T & F Goal Setting
• Thinking • Feeling
• Products • People
• Practical • Appealing
• What and how • Who
• State of the art • Esprit de corps
• A thinker can be • For the feeler,
committed to a goal
the whole
but not necessarily
in agreement with it
purpose of a goal
or with everyone on is to achieve
the team. harmony in the
workplace.
… Compromise

85. Time Management
It’s a Judger’s world!

86. What is time?
• Extravert • Time is to be overpowered
and used.
• Introvert •
•
Time is spatial, a concept.
Time is now; there is no
• Sensor •
time but the present.
Time is possibilities; there’s
• iNtuitive always time for one more
thing.
• Thinker • Time is an object, a
resource.
• Feeler • Time is relational and
interpersonal.
• Judger • Time is to be scheduled
and controlled.
• Perceiver • Time can be adapted and
added to.

87. E & I Time Management
• Extravert • Introvert
• Stop talking and • Stop thinking and
start listening start doing
• When • When
scheduling, allow scheduling, allow
time for time for reflection
extraverts to and
extravert contemplation

88. S & N Time Management
• Sensors • iNtuitives
• A minute is 60 • A minute is more
seconds than a few
• Exact time seconds, but less
• Mean what they than an hour
say and say what • Relative
they mean • A rough guideline

89. T & F Time Management
• If a Feeler has an unpleasant task, it falls to
the bottom of the list
• If a Thinker has an unpleasant task it goes to
the top
• Feelers are chronic procrastinators
• Thinkers are procrastinators when it comes to
giving praise
• Ts need Fs to remind them that people and
process is as important as product
• Fs need Ts to remind them that relationships
are not enough, you have to get something
done

90. J & P Time Management
• Judgers want to • Perceivers want to
control their understand their
environment and environment so time
When it their time to is only something to
therefore comes managing
time, it’s a Judger’s aware of, not
• Js have schedules be world.
imposed on others
Learning to meet deadlines
and it’s clear how
much free time is • For P, all time is
and be punctual in except what is
left free,
business if essential.
• However, Js can scheduled
make great time • Ps can overwork a
going in the wrong solution long after it
direction is productive to do
so.

91. The Art of Planned
Spontaneity
• Depending on your
type you may need
to schedule…
• Quiet time
• Planned deep-
breathing
• Open-ended
relaxation
• Fun
• Lunch
• Bathroom break

92. Procrastination
• Every type procrastinates around its non-
preferences.
• Extraverts – delay things that involve reflection and
contemplation
• Introverts – delay things that cause them to go
outside themselves
• Sensors procrastinate around futuring and visioning
• iNtuitives procrastinate around dealing with the here
and now
• Thinkers procrastinate around the “touchy-feeling”
stuff
• Feelers procrastinate around facing negative issues
directly
• Judgers procrastinate around relaxing and any
activity that would take them off schedule
• Perceivers procrastinate around getting organized

93. Key Points About Time
1. People
procrastinate
around their non-
preferences
2. We either control
time or adapt to it
3. Adapters will never
be controllers and
vice versa
4. We all have the
ability to make
accommodations.

94. Ethics, Morals, Values,
Integrity
• Ethics is your
character or moral
state
• Morals reflect
societal customs
• Values are your
personal
interpretation of
society’s customs
• Integrity is the
congruity between
your values and
ethics

95. Type Preferences and
Ethics
• Es focus outward so ethical situations are seen as
external events that touch many people
• Is have a high need to control only themselves and
perhaps their immediate families
• Ss see ethics as specific and immediate and center
around a specific event
• Ns view ethics as part of a grand system of universal
truths and principles
• Ts see ethics as objective principles that, when
violated, must be punished
• Fs see ethics as right or wrong being weighed against
one’s personal value system
• Js see ethics as black or white… once determined,
they are not negotiable
• Ps are always questioning ethics and in light of new
data, can be reconsidered

96. Two Fundamental Points
1. The only ethical • We all have different
behavior for which interpretations of
you can be life’s values.
responsible is your • There are some
own. absolute rights and
2. Your perception of wrongs, but even
someone else’s those are tempered
ethical conduct by…
may be more a – Ethnicity
reflection of your – Culture
own value system – Religion
than a reflection of – Class
that person’s – Personal
behavior. circumstances

97. 3 Steps to Confronting
Ethical Issues
1. Listen and learn…
try to stay
uninvolved and wait
at 24 hours
2. Consider the
source… how
might type be
influencing what is
said and what is
perceived
3. Act… Is it worth
pursuing and if so
resolve it and move
on

98. Stress
Management
One type’s motivation is
another type’s stress.

99. Types and Stress
• All the things that inspire and motivate
each of us can trigger anything from
headaches to heart attacks for the
other.
• There is something in each of us that
can potentially drive someone else up
a wall.
• Different types create stress differently
• Different types deal with stress
differently

100. Stress
• The difference between being
stressed and not being stressed is
the wisdom to know which things
we can control and which things
we can’t.
• We can only control our own
behavior, work habits and
reactions.

101. Es, Is and Stress
• Extraverts • Introverts are
have more more stressed
stress when over the reality
they feel alone, of having to
have no confront the
companion external world
with which to and relate to
talk and others.
interact.

102. A Word About Is
• The workplace
usually rewards
extraversion
• “Co-workers are
shocked to learn that
these chatty souls
are Introverts in Es’
clothing. For the Is it
is simply a survival
technique, but it can
carry a high price in
the form of stress
and related health
issues.”

103. Sensors and Stress
• Stress occurs when
too much time is
spent theorizing or
abstracting
• They need to get
their hands on
something, literally,
and do something
• They need to move
beyond the
figurative and into
action

104. iNtuitives and Stress
• Ns are stressed
with too many
details, accounts,
and deadlines
• When they are
stressed they
need to think,
conceptualize,
ponder, imagine
and create

105. A Word About Thinkers
• Lay to rest the myth that Thinking types find it
easy to fire people and stay objective. In
truth, Ts suffer just as much as Fs and the
more an altercation escalates, the more a T’s
anxiety rises.
• The difference is that Ts want to confront a
stressful situation head-on, get it out of the
way, and get back on track. Fs want to avoid
it at all costs, hoping it will go away.
• An abundance of displayed emotions means
loss of control to a Thinker.
• Stress is related to the inappropriate
manifestation of anything too personal.
(See page 241)

106. Feelers and Stress
• Stress for the Feelers
comes from getting
overly involved too
quickly in too many
problems of other
people, then having to
remove themselves.
• Desertion, lack of
caring, over-
identification, pain,
misery, non-
productivity and
avoidance surface in
direct proportion to the
F’s stress.

107. Judging, Perceiving and
Stress
• Judgers get stressed – and give stress
– when they lack their most precious
needs…
– Closure
– Control
– Organization
• A Perceiver’s stress mounts in direct
proportion to either
– the routine nature of the job or
– the diminishing number of options available
on a given task
Most of the things that stress a P, a J can find
satisfying and even enjoyable and vice versa.

108. The Bad News
• When we
become seriously
stressed, we can
become the
worst version of
our four-letter
opposite
because our
usual methods of
coping aren’t
working.

109. Be Prepared
• There are four preferences that conflict
with social norms…
– Introverts
– Female Thinkers
– Male Feelers
– Perceivers

110. NFs Pros/Cons
• NFs strengths
include their ability
to persuade and
cooperate.
• They are team
builders
• Their weaknesses
include an over-
personalization of
organizational
problems and
• Their tendency to
carry grudges

111. NTs – Pros/Cons
• NTs strengths
include their ability
to think systemically
and strategically.
• Natural analysts
• Their weaknesses
include their
tendency to make
things more
complex than
necessary and
• Their impatience
with incompetency

112. SJ – Pros/Cons
• SJs strengths
include their strong
sense of
responsibility and
duty to the
organization
• Organization’s
backbone
• Their weaknesses
include their rigidity
and
• Narrow focus on
meeting rules and
regulations

113. SP – Pros/Cons
• Strengths
– Ability to do a variety
of tasks with ease
– Sense of urgency
when the situation
demands it
– Organizational
troubleshooters
• Weaknesses
– Disinterest in routine
– Lack of a sense of
the big picture

114. Live and Let Live
• Life is what we
make it
• Embrace your
strengths
• Bolster your
weaknesses
• Assume good
intent
• Go for it
• Take a risk