Why Are They Acting That Way? Training on Personal Styles

FREE

Self-understanding is a necessary precondition for learning and growth. If managers or employees lack insight into their personality style, neither formal training nor on-the-job experience will enable them to reach their full potential. Blind to their own behavioral patterns, they will continue to trip over themselves in the same old ways.

Using accurate, statistically reliable personality style assessments in employee-training and management development courses shed useful light on two critical questions: Why do I behave the way I do and why do others behave as they do? Join us for an interactive and informative webinar that will delve into the world of personality assessments and how they can be used effectively in training.

This webinar is based upon research from Personal Style Inventory, making identifying and understanding personal style easy. Based on Carl Jung’s theory of psychological types, this workshop and assessment have helped hundreds of thousands of people answer the question, “Why do I act the way I do?” Learn more about the Personal Style Inventory at HRDQ.

Participants will learn: 

  • The background behind the most prevalent personality theories
  • Why and how personality style affects people in organizations
  • The four dimensions of Jungian theory
  • The common characteristics of personality and how it relates to behavior
  • How personality-style assessments should – and should not – be used by organizations
  • Next steps for implementing a personality-style assessment in your training


Who Should Attend:

  • A training or HR professional who delivers training
  • An independent training consultant
  • A manager who delivers or purchases training as part of their role

Sara: Hi everyone, and welcome to today’s webinar, Why Are They Acting That Way?:
Training on Personal Styles, hosted by HRDQU and presented by Dr. Keera
Godfrey. My name is Sara, and I will moderate today’s webinar.
Sara: The webinar will last about an hour, and if you have any questions, go ahead
and type them into the questions area on your GO2 control panel. We’ll then
answer them as we can when they come in. After the session for what time we
have, if we run out of time then we will definitely get back to you by email, so
don’t hesitate.
Sara: If you open up that questions area on your control panel, type in there, click
submit, those questions will come through to us. Today’s webinar content is
from our self assessment and workshop Personal Style Inventory. If you are
interested in delivering this training within your organization, please contact
HRDQ.
Sara: And our presenter, our presenter today is Dr. Keera Godfrey. With 15 years
experience, Keera is a change management and training consultant helping
organizations connect, build, and invest in their greatest assets, people.
Whether re engineering business processes, implementing a new information
system, or augmenting staff, taking care of people is critical to success.
Sara: In 2010, Keera founded Naris Communications, a company that specializes in
designing training programs, developing stakeholder communications, and
delivering leadership training to support organizational transformation,
performance improvement, and information system implementations.
Sara: Welcome, Keera, and thank you for joining us today.
Keera: Thank you so much, Sara. It’s really a pleasure to be here and to join this
webinar today. So we have a full schedule here, and so I want to get started. So
here’s our agenda that we have. We’re going to talk about what are personality
style assessments, and we’re also going to discuss what they are not. Then we’re
also going to talk about why use a personality style assessment. We’re going to
talk about the four dimensions of the Jungian theory, sorry. For this session, I do
ask that you please have a piece of paper and pen handy. You will need it to
keep track of each of the traits as we move along.
Keera: So as we talk about the Jungian theory, we’re going to talk about the strengths
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and weaknesses of each and also the clashes of those preferences, as well as the
application of the style awareness. Like Sara mentioned, we’ll have time for
Q&As at the end.
Keera: So let’s get started here. The personality style inventory, PSI as we’ll talk about it
today, it was developed by HRDQ to provide you with some simple insights into
your preferences for using your mind, your will, and your emotions. So these
preferences produce a personal style that characterizes your most frequently
used pattern of thinking, as well as behaving.
Keera: So your thoughts are linked to your behavior, and I’m sure many of you have
heard motivational speakers say, “If you want to change your life, change your
thoughts. Change the way you think.” So this statement is true. Your individual
preferences are inborn, and then they are developed by your life experiences.
So the words personality style, and behavioral styles can be interchangeable.
Keera: The personality styles assessment also assesses your strengths and your
weaknesses. This is not from a performance point of view, but rather it’s from a
personality perspective. For example, it assesses your ability to collaborate or to
listen attentively, to be patient in times of high stress. So overall your
personality style is all about assessing how you show up in the world.
Keera: So now let’s talk about what the personality style assessment does not assess.
So, the personality style assessment does not assess your traits, a distinguishing
characteristic about your personal nature, whether it’s good or bad. It does not
assess your ability, what you can accomplish, or your skills, how well you do at a
particular task. It also does not assess your character or your ability to do what’s
right. Also, it does not assess your confidence, which is your ability to
comprehend and perform in a particular job area.
Keera: So now let’s move on. Why use one? As a trainer, I use personality style
inventories and assessments as I train, and I find it to be very helpful. So I would
say that using these styles is especially true if using it, if you work in large groups
or if you train over multiple days, that’s when I find them to be most helpful,
especially when I’m teaching sales classes or leadership classes or any of those
related courses.
Keera: It is important to understand when to use these, and so individuals learn about
themselves using these type of personality style assessments. They also raise
their self esteem. Often the self knowledge can free us to try new ways of being
and doing, or it allows us to accept ourselves and others more fully. Also,
personality style assessments, they also help enable constructive use of
individual differences. So by learning how to deal or cope with others, we may
think we may choose to adjust our behavior to be more accommodating and
collaborative in a group setting.
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Keera: Also, it enables, improves communicate, enables better and effective
communication. Our communication with others can become more honest and
effective as we gain a better understanding of ourselves and others. Also, it
leads to effective conflict management in may situations. It is important to
realize that we are all of the various groups I’m going to show you in the
personality style inventory. So it allows us to see things from another
perspective. Also it provides insights for how to influence others effectively as
we learn how to approach and work with others who may think differently than
we do.
Keera: Also, using these personality style inventory is great for professional
development. As we move and work with people in different environments and
at different levels of the company, the better we will be. We will also be open to
new opportunities as well. So all of these things are critical when conducting
leadership training, project management, basically anything involving training
people to interact with colleagues and stakeholders, a personality style
inventory would be most beneficial to the work that you do.
Keera: So here’s a picture of Carl Jung. We talked about the Jungian theory, and so this
is his theory. So in this I’m going to share with you, to first describe this theory
that was conducted by Carl Jung. This was in 1921 in a book called Psychological
Types, and there was about six volumes of work that he has done, and his
collection is a six volume of his collected work. So Jung developed these
categories from decades of observations with his clients in his clinical practice as
a psychoanalyst.
Keera: He also found evidence that these preferences in history, in politics, in
literature, music, art, and all the world around him, in every culture he studied
he saw these preferences that I’m going to talk to you about. So many, if not all
of the behavioral assessments that exist today were developed based on Carl
Jung’s research.
Keera: All right, let’s get started. So what are the four pairs of traits? The personality
style assessment measures your relative preference in four pairs of traits that
relates to perceiving, which is the types of information to which you pay
attention, and judging is how you make decisions. So there’s the two major
areas where you’re perceiving how you, again, how you perceive the different
types of information, what do you pay attention to, and also judging, how do
you make decisions. So those terms are going to come up a lot as we continue
our conversation.
Keera: So the differences in the way people prefer to perceive and to make judgments
about their perceptions lead to differences in behavior or personal style. So
people have preferences about where they choose to exercise their perception
and judgment. Some people are outer world oriented. They are referred to as
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extroverts. Others are inner world oriented, and they’re referred to as
introverts. Perceiving refers to the way which people become aware of things,
of people, occurrences, and ideas.
Keera: So there are two ways of perceiving. One is through sensing, and the other one
is through intuition. Judging refers to the way in which people come to
conclusions about what they have perceived. So there are two ways of judging.
It’s either by thinking or by feeling. Finally, people prefer one mental process to
another. Some people favor the perceiving process, others favor the judging
process. So the following preferences are present to some degree in all people.
It is the extremes that are described here as we go through. The strength of the
preference is indicated by your score on the PSI.
Keera: So that strength will determine how closely the following descriptions will fit
your own personality. So let’s continue and it’ll all become a little bit clearer. All
right, let’s first talk about how to orient yourself, how do you orient yourself in
the world. So, because the words extroversion and introversion are used often
in every day language, it is used to separate Jung’s meaning from the common
use. So let’s talk about this a little bit more.
Keera: Let’s take a little poll and let’s see how you describe yourself. So on your sheet
of paper, look at the words in group A, and also look at the words in group B.
Tell me, which group of words describe you most? In group A, are you outgoing,
sociable, cordial, enthusiastic, good people person? Or B, are you more
thoughtful, careful, quiet, self-controlled, principled? Which group do you fall
into as you describe yourself?
Keera: Okay, oh good. All right. Let’s see here. So if you fell into group A, then you fall
under the extraversion, where you value the outer world. You relate, relates
freely to others. Share your thoughts and feelings easily, you try to conform to
others’ expectations, shifts values and behaviors easily. So the words
extraversion and intraversion are used in every day language, is used to, again,
to separate Jung’s meaning from this common usage. When most people hear
the word extrovert, they think of happy go lucky party people.
Keera: And of course when they think of introverts, they think of some of those social
misfits who may sit by themselves or may dream a lot. So that’s what they
typically think. So while some of these stereotypes may be associated with these
general approaches to life, there are many extroverts who are socially awkward.
Then many introverts who may develop great social skills. So Jung’s included far
more than these simple meanings in his definitions when he talked about the
introvert and extrovert.
Keera: Like I said before, the extroverts, they attend to the outer world, the people, the
events, the rules, the expectations of others and society more than the inner
world. So they are sensitive to the outer world ways of being and trying to fit in,
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and become what is accepted and valued by that world. So more of a dominant
extrovert must interact with and observe the outer world to find out what its
expectations are for them so they can move comfortably towards those
expectations. So those of you who preferred the group A, then we’re talking
about that extraversion.
Keera: The introversion here, the words that that more so describes would be values
personal inner world, relates to others with caution, shares thoughts and
feelings only with trusted other, people that they trust. Sets own direction from
inner compass, and then also maintains their own direction in face of outside
pressure. So introverts may know what the outer world expects, but they attend
more to their inner beliefs, their inner expectations, desires, values, and logic.
Keera: Introverts seek to behave in ways that have meanings to them as individuals.
They use their own inner processes to their barometer of the behaviors that
seem appropriate to them. So more of the dominant introverts must step back
from the world so that they decide what it means to them and how they choose
to respond to it.
Keera: So we talked a lot about the extroverts, let’s just go in a little bit deeper as we
describe extroverts. You see here some of the strengths of being an extrovert is
understanding what the external world wants, also interacting with others,
using group consensus to solve problems, and going along with group decisions.
Extroverts are very good at this. Some weaknesses of extroverts may be making
independent decisions and sticking to them, that’s a weakness. Or getting tasks
done alone, having meetings with memos or emails would be more appropriate
for the extroverts. Then also, sorry, having meetings and memos are
weaknesses for the extroverts. Then also maintaining attention to tedious
solitary activities. Again, the extroverts prefers to interact with others.
Keera: Then on the introvert side, here are some strengths. Working alone,
independent thought. They’re not impulsive. Also the ability to concentrate,
working with ideas, and also having a clear direction. Some of the weaknesses
that a introvert may have is becoming aware of the world around them. Again,
this group typically may desire to work alone. Also there may be some missed
opportunities. Because they’re working alone, the weakness can be that there
could be some missed opportunities. Also not making the critical input that may
influence decisions, mainly because either they’re not at the meeting, or at the
meeting they may not be speaking up. Then also not establishing context for
ideas, so others may relate and accept more easily being able to set the context
of how it relates to the external world. Sometimes a introvert may not do that
very well.
Keera: All right, so let’s talk about how an extrovert or an introvert may show up in
times of conflict. So although our culture has placed a premium on extroversion,
there is nothing inherently negative or positive about either orientation.
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However, this is another area in which our differences may serve as the basis for
conflict or misunderstanding. So in the time of conflict, it is important to
recognize the differences and learn how to work with each other, especially
considering some of the things we just talked about, some of the strengths and
weaknesses. It’s an idea of being able to maximize the strengths and then
balance out the weaknesses in a team setting.
Keera: All right, so let’s move on. How do you perceive the world? So how you perceive
the world, people have two general ways of finding out about the world, either
through their senses or through the process that transcends the senses,
commonly referred to as your intuition. So both ways of perceiving are used to
some extent by all individuals. From infancy on, however, people develop
definite preferences. These preferences become more trustworthy as they are
reinforced and developed through youth. So either intuition or sensing becomes
a preferred way of experience or how you perceive the world.
Keera: So let’s just do another exercise. How do you describe yourself? Look at group A
and look at group B, and tell me, do you identify more with group A or group B?
Group A is exact, realistic, sensible, conservative, precise, whereas group B is
original, creative, visionary, insightful, or theoretical. Which group describes
you? Okay. All right. So if you choose group A, then you fall into the sensing
group, and if you chose group B, you fall into the intuitive group, intuition, or
intuiting.
Keera: So sensors pay most attention to specific factual concrete details. They’re
interested in evidence they see, they hear, they can touch, they can smell in
their internal or external worlds. Because their awareness is usually in the here
and now, they are generally thought of as having their feet on the ground. They
can be trusted to record events accurately and are able to recall the use of this
information with great skill. So for issues requiring careful consideration of
details, sensing types are effective problem solvers.
Keera: So the intuiters, and this is referred to with the letter N, are consistently looking
for meaning and relationships beyond the reach of the typical five senses. They
are interested in theory, ideas, meaning. They speculate using what if type
questions. Because they do not pay careful attention to the here and now, they
may ignore some facts and details. Instead, they are capable of making
spontaneous leaps of imagination that enable them to solve certain kinds of
difficult problems easily. Why? It is the general mode of the intuiter to do
something like this, where they’re not into the facts and details, but there’s a
certain type of questions, certain types of problems that this group is very good
at.
Keera: So there are advantages and there are blind spots in each way of perceiving. We
all use both processes, but through inclination and practice, we develop one
perceiving function more than the other. As we become better at the function
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we practice, we often forget that the other function exists. Sometimes we get
impatient with those around us who use the opposite function of perceiving.
Keera: So let’s talk a little bit about some strengths and weaknesses of both. As you can
see here, for sensing, some of the strengths are definitely like we talked about,
the attention to details. That’s a definite strength. Also the practicality, the
ability to work with tedious details. So you may see a lot of accountants may
have this trait, it’s a stronger trait. Then also very patient. Some of the
weaknesses though is not seeing the possibilities because you’re stuck in the
here and now, so you may not see the long term possibilities of various ideas or
innovation. Also sometimes you may lose sight of the big picture, or another
weakness is solving problems using only the concrete. Because you only use the
concrete, that’s a weakness, especially when the problem may be more of an
internal problem. Then also frustration with the complicated, that can be very
considered to be a weakness. Then slowness in completing tasks, that’s a
weakness, because typically those that are more sensing that they are in the
facts and they’re in the details, which takes more time to analyze. Therefore, it
may be perceived as slowly moving along with a task.
Keera: Then for those who prefer or have a trait of intuiting, the strengths are seeing
possibilities, also working out new ideas. Again, new innovation, problem
solving, and again, there’s certain types of problems, especially when the
problem may be, “Hey. We need a new innovative way of solving some type
of …” maybe an environmental problem, this group is very good at. Also working
with the complicated, especially when things have various different angles and
aspects, and even personalities, this group may prove to be very influential and
impactful in those areas. Also being able to look ahead, which is a definite
strength.
Keera: Some type of weaknesses can be the inattention to details, also losing sight of
the here and now, the dislike of the tedious. If something is taking too long in
terms of being able to analyze, if there are too many numbers, facts, and
figures, those who are more intuiting may not prefer this. This can be a
weakness. Also the lack of patience, and then the leaps of logic can be a
weakness.
Keera: So, again, most times in certain situations when you have groups of people who
may have different ways of viewing or behaving or how they perceive the world,
you can experience some type of conflict in terms of how we perceive the world.
So again, we want to see the strengths of each trait and see how we can work as
a team together and see how we can value what each member brings to the
table or brings to the situation, and how, again, it can be an exchange of
strengths and weaknesses to help meet the common goal of the team.
Keera: All right. Let’s move along. Let’s talk about how we make decisions. So thinking
and feeling are two ways you make judgments based on your perceptions, so
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neither way is better than the other, they simply are different and more or less
effective depending on the situation. So let’s talk about this a little bit more.
Let’s have a quick exercise here. So how do you describe yourself? Do you see
yourself as group A or group B? Group A would be systematic, logical, objective,
reasonable, calculating. Group B would be more humanistic, empathetic,
compassionate, warm, sentimental. Which group describes you, group A or
group B?
Keera: Give you a minute just to jot it down there. All right. Let’s see. So, you are group
A if you’re the thinking group, and then group B, you prefer more the feeling. So
thinkers make decisions using logic and analysis. They weigh evidence and draw
conclusions based on the strengths of the evidence, so thinkers prefer situations
in which systems and procedures have been carefully constructed and
communicated. Consequently, much of the thinkers’ energy may go into
creating logical systems for deciding, for the decision process.
Keera: Feelers make decisions on the basis of empathy, personal values, a strong gut
level convictions. Underlying the feelers’ decision process is a set of values
about how the world should be, what is right and wrong. Consequently, feelers
often commit their energy to shaping the world into their image of the way it
ought to be. Let’s move a little bit and talk about the strengths and weaknesses
of the thinkers.
Keera: So definite strengths of the thinkers are logical analysis. They love it. They’re
very good at it. Also objectively looking at situations, even in personal situations
their objectivity becomes a strength. Also they tend to be organized and also
have the ability to think critically, and then also standing firm. They have their
thought processes and they’ve come up with logical ways of even making the
decision, like we talked about. So they tend to stand firm on their decisions.
Keera: So the weaknesses can be simply not noticing people’s feelings in the process,
understanding others’ values and their importance, and then the lack of interest
and conciliation may also be a weakness. Then this group may not express their
feelings in certain situations, and also a lack of interest in persuading or
motivating others, which is a definite weakness, or can be a weakness.
Keera: So let’s talk a little bit about the strengths and weaknesses of the feelers. So
feelers, they do a great job of considering other people’s feelings. Again, they’re
very empathetic, understanding the needs and the values and feelings of others
is a strength. Also they do have an interest in conciliation, as well as the ability
and interest in persuading and arousing enthusiasm.
Keera: As we look at some of the weaknesses, so some of the weaknesses can be just
not being logical, maybe being too subjective in certain situations rather than
being objective. Also, being organized around values rather than logic can be a
weakness in certain situations. Also being uncritical and overly accepting, and
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then also basing decisions on values and feelings alone, that can definitely be a
weakness, and I’m sure some of you can think about some business situations
where that may definitely show up as a weakness.
Keera: So again, both groups, the thinkers and the feelers in some situations may see
conflict. The thinkers may be thought of us as irrational or senseless or gushy,
you know, mushy gushy types. The feelers may think that the thinkers are
unfeeling or impersonal or more stoic. So each group have ideas of what they
think or stereotypes really of what they think the other person is. Again, as we
talked about, that there are a value in both ways of making decisions. So again,
it’s important to see the positive ways, and then again, to learn how to work
together to accomplish and to meet your project goals, because in certain
situations you do want people who are more empathetic and who are more
aware of feelings, especially in situations where there is conflict or high levels of
change in the organization, you do want people who have a strong pulse on this
information and then sharing it with the group. Then you can make decisions
together of how you’re going to influence and also meet your goals.
Keera: So your attitude toward life, let’s talk about that next. So almost all of us have
developed a general mental process that we use in our daily lives. Although we
all must make decisions every day, some of us are more interested in the … We
are more of the data collection process. We’re more interested in that process,
the perceiving. And some of us are more interested in the outcomes, where
there’s the judging. So Carl Jung found that almost all of his clients and others
whom he knew well had developed one member of these pairs of traits more
than the other.
Keera: So he noticed that most people tended to be either dominant perceivers or
dominant judgers, although Jung discovered the importance of perceiving or
judging to individuals, by talking to them over long periods of time, later
workers in the field studied, they added that the last pair of dimensions
measured by the PSI, they added the judging and the perceiving dimensions. So
let’s get into that a little bit more.
Keera: So group A, let’s see how you describe yourself. Group A would be if you
consider yourself to be firm, decisive, self-assured, planned, determined. Group
B, if you consider yourself to be flexible, adaptive, open minded, tolerant,
compromising. How do you describe your self? So on the same sheet of paper
that we’ve been using, do you describe yourself as group A or group B?
Keera: Okay. So let’s see. Group A, then you would be more of the judging type, and
group B, you would be more of the perceiving type. So judgers are firm, decisive,
and sure of themselves. They prefer to examine a few facets they consider
relevant to the problem and then come to definite conclusions. Once a decision
is made, judgers rarely reconsider it because they are less open to new
perceptions of data. So having made the decision, they feel it’s time to move on.
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Keera: So the perceivers are more interested in data rather than the outcome, so they
prefer gathering information from many sources and remaining flexible, nonjudgmental, and adaptable to new or conflicting data. So even after perceivers
make a decision, they’re willing to reconsider it and continue to be open to the
possibility of change, which is wonderful in this day and age.
Keera: All right, so let’s talk about judging, some of the strengths and weaknesses.
Again, some of the strengths of judging can be deciding, planning, making quick
decisions, being willing to evaluate standards and expectations, going through
the process of approving whether or not criteria have been met, and so we’ll
find that many people who prefer or have a judging trait, they tend to work well
in areas of quality assurance. That’s a wonderful area for this group.
Keera: Some of the weaknesses may be also though, being unyielding and stubborn,
not being flexible, not being able to consider or change your decisions based on
new evidence or new information. So therefore this group may be seen as rigid
or lacking adaptability, making decisions with insufficient information.
Sometimes all the information is not there, but the decision has been made.
Weakness can also be dismissing others’ concerns, also being controlled by the
task or the plan, again, and the timeline, and not being willing to really take a
moment and consider feelings or consider new information. Then also unwilling
to reconsider in the face of new data, definite weakness.
Keera: On the perceiving side, some of the strengths are seeing all sides of the issues.
That’s definitely a strength. Flexibility and adaptability, definite strengths.
Deciding based on all available data, not being judgmental about that process of
reaching a decision, and then compromising the task and plans for the good of
all. That’s definitely a strength of perceivers.
Keera: Then some of the weakness here, being indecisive, because you’re waiting for a
lot of information, not being able to make decisions quickly. Not planning, also a
weakness can be having circumstances make the decision for them, because
you’re not making the decision, so therefore the situation makes the decision
for you. It can be just because time expired and a decision had to be made. So
the inability to make quick, firm decisions, definitely like I said, a weakness. Then
rushing to complete tasks because of a deadline, which is a definite weakness.
Keera: So as we look at judgers and perceivers, especially in the workplace, we talk
about that yes, that there can be situations where the conflict can arise. So the
judgers may see perceivers as indecisive, as weak, as hesitant. Then the
perceivers may see judgers as stubborn and presumptuous and short sighted. So
one can guess that these two attitudes towards data and decision making might
cause conflicts between people with opposite preferences. So again, we want to
make sure that we look at the strengths, look at the weaknesses, and balance
them out so that we can, once you become aware of it, then now you’re more
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conscious of it, and now we can make some changes and be willing to accept
others’ ideas and others who may be stronger in this area.
Keera: So we talked about the four pairs of traits here. People have preferences about
where they choose to exercise their perception and their judgment. Again, some
people are outer world oriented. They are referred to as extroverts. And some
people are inner world oriented. They’re referred to as introverts. So if you fell
into that group of an extrovert, the symbol for that is E, so I just want you to
mark next to your extrovert, mark the E symbol. And for those who relate to
more the introverts, this is again how you orient yourself to the world, put an I
there. Then I’ll show you what to do with that information. So E if you’re an
extrovert, I if you’re an introvert.
Keera: Perceiving refers to the way in which people become aware of things, people,
and occurrences and ideas in the world, so how you perceive the world. Again,
we talked about two ways of perceiving. One is the sensing and the other one is
intuition. So if you had more of the sensing, that’s more the S as your symbol.
Then also the intuition would be the N as the symbol.
Keera: Then we talked about judging or how you make decisions refers to the way in
which people come to conclusions about what they perceive. So there are two
ways of judging, one was the thinking, and the other one was feeling. So again,
you’re going to use a T if you were in the thinking group and an F if you’re in the
feeling group.
Keera: Finally, people prefer one mental process to the other, which is reflected in their
attitude towards life. Some people favor the perceiving process, and others may
favor the judging process. So again, the perceiving put a P, and judging please
use a J.
Keera: The following preferences are present to some degree in all of us. All of us,
there’s some situations where we may perceiving and some situations where we
may judge. So we use all of these. It is the extremes that we have been
describing throughout this webinar. The strength of a preference is indicated by
the score in the PSI, so as you use the PSI, you will begin to see a score.
Keera: It’ll look something like this here, and that strength will determine how closely
the following descriptions fit your own type of personality. So when you look at
it, there are 16 basic personality combinations that you can have, depending on
the mix of your preferences. For example, INFJ would be the personality style
for an individual whose preferences are introversion, intuition, feeling, and
judging. So notice that you have some degree of strength in each of the eight
preferences. Your personality style is composed of all four preferences, so it’s
one from each pair.
Keera: So by knowing your own personality or behavioral style and that of your team,
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you can better accomplish tasks and truly maximize abilities. The key is having a
diverse personality style on your team and being able to meet the needs of the
people that’s on your team, and understanding the common goal.
Keera: All right. I just Anna leave you with a quote here. So, “Teams succeed because
they are exceedingly human. By acknowledging the imperfections of their
humanity, members of functional teams overcome the natural tendencies that
make teamwork so elusive.” Just think about that a minute, just the first
sentence alone, “Teams succeed because they are exceedingly human.”
Keera: I know we’re living in the world of AI, and as that become more, artificial
intelligence, and as they become more relevant in our world, there will always
be a need for the human aspect of being able to show empathy, of being able to
perceive and to judge, being able to look at certain situations and looking at
data, but yet being aware and understanding of the situations where some
empathy may be needed and how we perceive that type of information.
Keera: So as we look at the information here and as we look at the personality style
inventory, there are many applications for how you may use this information. A
strength carried to excess becomes a blind spot that can hurt your performance.
It can result in bad decisions and lose the contributions that others could make
to make the situation better. So if you have overdeveloped one attitude or
dimension in the virtual exclusion of the opposite, then you may find yourself
unbalanced.
Keera: So being able to balance your teams and seeing strengths and the personality
styles in your individuals and in your teams, even in a couples setting can be
very beneficial. So there are several coaching applications for the personality
style assessments, ranging from all the work that you may do as trainers and
coaches.
Keera: So as we also look, usually people have specific personality styles, display
characteristic behavior patterns in their personal and work related lives. So the
list we reviewed represents some of the common behaviors associated with
each of the preferences. So how can you apply this in a leadership situation? If
you have a team of introvert, you now understand that they may work best
alone or on individual activities. So how you can use this to your advantage
then, maybe you have an exercise where you may ask people to work alone or
to think through a certain situation, and then come back to the group as a whole
and then you discuss those ideas that were initially developed individually.
Keera: I want to leave you with another quote. It says, “It’s easy to get good players,
getting them to play together, now that’s the hard part.” I just want to thank
you for your time today. Hopefully that you enjoyed this presentation as much
as I enjoyed delivering it to you today, and Sara, I’m going to turn it back over to
you.
12
Sara: Wonderful. Thank you so much, Keera. That was great information, so much
detail in a short amount of time. I’m sure we’re going to have some questions
here, so go ahead and type those in, and we’ll answer as many as we have time
for today. Those that we don’t get to, we will reply by email with an answer. So
we’ll make sure we get you covered.
Sara: While we’re waiting for some of those questions to come in, I know we have
some new people on the line with us, so I just want to introduce HRDQ. We
publish research based experiential learning products that you can deliver in
your organization. So check out our online or print self assessments. They are
structured for classroom training, as well as virtual training. They work in both
contexts.
Sara: So like the personality style inventory, the foundation of today’s webinar, we
also have up out of your seat games. We have a game that does feature the
Jungian theory, so that can work for you as well in relation to this topic today.
And we have some reproducible workshops that you can customize.
Sara: Another service that some aren’t as familiar with with HRDQ is we do have
expert trainers like Keera who can come on site and deliver training for you.
They also provide it virtually, and they can train the trainer for you as well. So if
you need some help with some training services, definitely look to HRDQ as
well.
Sara: Okay, so we do have questions that are coming in, so go ahead and keep
sending those in, but we’re going to go ahead and get started here. Our first
question is from Mira. She asks, “What if you are a mixture of extrovert and
introvert?”
Keera: That’s a really good question, and that can occur. It doesn’t happen often, but
that does occur, and it’s perfectly okay because it really simply means that
you’re balanced in your preferences, but it also can depend on the situation that
we may show up as a extrovert, in some situations we may show up as an
introvert. So as you’re answering the questions and as you’re using the
personality style assessment, ask your audience to really think about a certain
event or you ask them to think about, “Hey, in a work setting, group A or group
B, which best describes you?” Because sometimes when we think about it from
a work perspective, and then you’re like, “Oh, well but when I’m at home I do
this, or when I’m out with my friends I do this.” So we show up as these all the
time. We can be either extrovert or introvert, but it depends on the situation. So
when we’re conducting the style assessment, I’d just encourage you to give your
audience a setting or parameters in which how do they show up either in work
or in a personal environment or setting. Very good question.
Sara: Yeah. The other thing I find with that too is sometimes the stress level. I know I
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tend to be extroverted, but if I am in a high stress situation or a high, it’s
something really out of my element, that can come across a little bit introverted,
and I think it’s just I’m processing more.
Keera: Yeah, exactly.
Sara: Stress can impact that. Yeah, good. Our next question is from Joanne. What is
the difference between the PSI and the MBTI?
Keera: Yeah, there are some differences, and for those of you who may not know, the
MBTI, she’s referring to the Myers-Briggs Type Indicator, I think it’s the type
indicator. That is a psychological assessment, but that one is restricted for use
by certified professionals, and there are many questions in that assessment. I
think there’s well over 90 questions, whereas the personality style inventory is
an online and they’re also a paper assessment that is quick and that is easy to
use. Again, it’s offered by HRDQ and certification is not required, but when you
look at it itself, the difference is in how the questions are approached.
Keera: One of the differences is the MBTI asks respondents how they behave, whereas
the PSI asks respondents what do they prefer to do. So it’s the subtle phrasing
that allows a deeper examination of themselves. So for the responses, the MBTI
uses forced choice, where it has to be a yes or it has to be a no. But the PSI, it
gives a scalable response from a zero to five. It’s like [inaudible 00:54:35] scale
and you can respond based on zero to five on how much you prefer a particular
option.
Keera: But we do this because this allows for more accuracy in how respondents, how
your audience may depict themselves. Another area that’s a difference is in the
question forms. The MBTI uses one word choices, like logical or emotional to
choose yes or no, whereas the PSI, like I said, it talks about, like a question
would be, “I prefer drawing conclusions based on unemotional logic and careful
step-by-step analysis.” So then it’s more words in the phrase. So these phrases
require less impulse reaction, leading to a higher reliability, because the factors
affecting respondents at the time they feel out the response.
Keera: So there are some differences in how MBTI, that psychological assessment
shows up as you look at the PSI. The PSI is definitely quick, it’s easy, it’s training
friendly. It’s easy to interpret, and it’s very much based on situational and
perception. I know that’s a long answer, but I hope that adds a little bit of clarity.
Sara: Great. Thank you. Thank you. So it looks like we have time for one more
question here. So go ahead and send still in your questions. If we haven’t had a
chance to answer them, like I mentioned, we will do that by email, but go ahead
and still send those in. But we’ve got time here for one more. This one’s from
Bob. He asks, “How flexible can these four pairs of traits be? Sometimes it’s not
easy to fit into one as we have characteristics from others.”
14
Keera: Yeah. That’s a good question, which is very common because I’m sure even as
we were conducting the exercise not too long ago and you saw words in group A
and you saw words in group B and you’re like, “Oh wait, I see words that
describe myself in both of these categories.” That’s perfectly normal. But for the
exercise, we try to go with the ones that really describe you most, where you
identify with more of the words in a particular category. So again, it simply
means that you appear to be balanced in your preferences as you go through
and you find words in each pair.
Keera: So for these traits, again, it may depend on the situation. As Sara added as well,
it may even depend on the stress level. So as you’re going through each one
though, look at what situation, and make sure you apply that situation to all the
questions. So therefore you will keep it in context, so whether it’s a work
environment or whether it’s a personal environment. Try to look at it in a
normal state of how would you respond or how would you appear, or what do
you perceive in certain situations.
Keera: So again, the great thing about the PSI tool is that the questions alone put your
frame of mind in context. So it asks you a phrase as opposed to just a word, as
we did here. We just did a quick exercise where there were just words, but
when you actually take the assessment, I think there are I think 48 items in the
questionnaire. But it will be phrases and you will be able to put it into context a
little bit better.
Keera: So it’s very common to what you describe in terms of seeing the flexibility and
seeing yourself in more than one category, that’s very common.
Sara: Great. Thank you so much, Keera. You’ve provided great detail and great
information today. We definitely appreciate you joining us.
Keera: Thank you so much. My pleasure. Thank you.
Sara: Thank you everyone for participating in today’s webinar, and happy training.
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Presenter

Hair coloring - Long hair / M

Keera Godfrey, MBA, M.S. has over 15 years experience as a change management and training consultant helping organizations connect, build, and invest in their greatest assets – people. Whether reengineering business processes, implementing a new information system, or augmenting staff, taking care of people is critical to success. In 2010, Keera founded Naris Communications, a company that specializes in designing training programs, developing stakeholder communications, and delivering leadership training to support organizational transformation, performance improvement, and information system implementations.

Connect with Keera on LinkedIn.

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