
Chapters of this course include:
1) The Human Needs
2) Defining Functions
3) Combining Functions to Actions
4) Implication of Action flow differences
5) Typing & the benefits of typing
6) Communication layers & learning types
7) Managing and solving conflicts
8) Effectiveness of Management types
9) The well-oiled organization
10) Needs based negotiation
11) Path to creativity
12) Winning pitches
13) Driving change management
14) Personal growth
Introducing:
- Typology and personality traits
- Big 5 personality system
- Deciding and Observing axis
- Introducing the Myers-Briggs personality system
- Focus on whether deciders or observers are introverted or extroverted
- The problem with Myers-Briggs
Introducing the 4 basic Human Needs:
- Identity and the need of Significance
- Tribe and the need of Connection
- Control and the need of Security
- Gather and the need of novelty
Reconciling them to the Observing & Deciding axis:
- Identity = Introverted Deciding
- Tribe = Extroverted Deciding
- Control = Introverted Observing
- Gather = Extroverted Observing
Managing MBTI by a matrix around the clusters of:
The Human needs - being indicated by the combination of the 1st and the 4th letter
- I + J (Introverted + Judging) = Control
- I + P (Introverted + Perceiving) = Identity
- E + J (Extroverted + Judging) = Tribe
- E + P (Extroverted + Perceiving) = Gather
And by combing the middle letter of the deciding axis for social temperaments
- N + F (Intuition + Feeling) = "Spiritual"
- S + F (Sensory + Feeling) = "Popularity"
- S + T (Sensory + Thinking) = "Reporting"
- N + T (Intuition + Thinking) = "Technical"
Observations on similar systems:
- OPS (Objective Personality System)
- 4 Circle of Amen Clinics
- Neuroscience of Personality
Overview on most important concepts of previous session:
- Human needs reconciled on the deciding and observing axis
- Navigating MBTI types in clusters
Life-stories differences for Deciders vs. Observers:
- Deciders: it is all about me vs the rest of the world - people focused narrative
- Observers: it is all about control vs chaos - things focused narrative
Imbalances occur on the predominant axis due to the overfocus of the strongest function
Identity-focused feeling:
- What are my values?
- What are my priorities?
Tribe-focused feeling:
- What are the values and feelings of the tribe (empathy)?
- What are their priorities?
Identity-focused thinking:
- What are my reasons?
- What makes sense for me and is logical?
Tribe-focused thinking:
- What are the reasons for everyone?
- What makes sense for and is logical for everyone?
Control-focused sensory:
- Organizing all the physical things
- Rules on how to do the tasks
Gather-focused sensory:
- Gathering all the physical things & new experiences
- Optionality for different tasks
Control-focused intuition:
- Organizing abstract things (vision)
- Rules on abstract concepts
Gather-focused intuition:
- Gathering all the different, new concepts
- Applying analogues of different concepts
Overview of the examples ordered by:
- Deciders vs. Observers
- Introverted vs. Extroverted
- Thinking vs. Feeling
- Sensory vs. Intuition
- Combining the 4 poles of the deciding and observing axis (=the human needs) to 4 different Actions
- Combining one observing and one deciding function
Ranking the 4 introduced Actions with regards to their extroverted and introverted charge
Combination of:
- Introverted deciding (identity)
- Introverted observing (control)
Combination of:
- Introverted deciding (identity)
- Extroverted observing (gather)
Combination of:
- Extroverted deciding (tribe)
- Introverted observing (control)
Combination of:
- Extroverted deciding (tribe)
- Extroverted observing (gather)
Power dominant Actions:
- Preserve and Play
Information dominant Actions:
- Consume and Communicate
- Sequence of which the individual Actions occur
Inspiration taken from:
- OPS (Objective Personality System)
Similar observations:
- Enneagram
- Neuroscience of Personality
- Wired sequence in which the Actions are by default applied
Categorizing and differentiating with:
- Extroverted vs. Introverted flow
- Power vs. Information dominant flow
- Social wiring
Topic overview of this chapter:
- Benefits of typing
- Binary coins for typing
- Observing behaviour
Benefits of a deeper knowledge in the sphere of personality traits:
- Growth & more knowledge
- More effective in managing others and mitigating conflicts
Binary coins:
- Deciders vs. Observers
- Tribe vs. Identity
- Control vs. Gather
- Thinking vs. Feeling
- Sensory vs. Intuition
Example of utilizing the binary coins with a checklist
- Commandments for observing behavior
- Checklist to detect cues indicating changes in behaviour
Topic overview of this chapter:
- Communication layers
- What listening says about you
- Learning types
- Communication management tools
The many sides a message can take:
- Relation
- Revelation
- Factual information
- Appeal
Different types of listening:
- Reflective listening
- Absorbing listening
- Rephrasing listening
- Active listening
Learning axis with the poles being:
- Abstract information vs. concrete information
- Proactive processing vs. reflective processing
Tools to more effectively manage communication:
- 3-part technique
- 6 hats method to structurally think through a problem
- Different personality based sources & characteristics of conflicts
- Mitigating conflicts
- Communication layers & human needs
- Different functions (observing vs deciding)
- Social wiring
- Action Flow
- Hot vs. cold conflicts
- Latent vs. open conflicts
- Applying personality traits to the specific conflict types
Personality traits of effective management types
Introducing the 4 management types: teacher, cheerleader, always-on and connector
Teacher - predominant Action:
- Preserve and Communicate: teaching a lesson based on own introverted information
Cheerleader - predominant Action:
- Play: expansion of energy in a most extroverted way
Always-on - predominant Action:
- Communicate: constant detailed management in various sphere (human need of control)
Connector - predominant Action:
- Consume and Play: gathering in information and referencing towards other people with higher expertise
Consume > Communicate
Play > Preserve
- Embrace reality in all its challenges
- Apply right mindset
How organizations tap into personality traits
- Human needs reflected in organizations value hierarchies
- Linking motivation to human needs
Well-oiled organization is dependent on having a great culture and great people
- Utilizing tools to enhance managers & employees personality functions
Personality based management applies personality traits into a managerial set-up to leverage on the differences that certain personality traits come with based on Jungian personality traits such as Thinking vs Feeling and Sensory vs Intuition. As such the course first defines the necessary personality characteristics further and combines them into different actions (e.g. the combined action of using the Thinking and Intuition function simultaneously). These combinations of personality traits into applied actions show a different layer of personality functions (for this combination the course builds on "OPS" objective personality system).
Secondly, those differences are applied in various business spheres to investigate management types, negotiating, pitching, conflict management, change management, organisational set ups of institutions or the process to create an idea. In all these business-related topics the characteristics of the individual personality traits will be shown.
The course is structured as follows:
Chapter 1: Defining terminology around MBTI functions, Human Needs and Deciding vs Observing functions
Chapter 2: Defining MBTI functions further with introverted and extroverted loadings
Chapter 3: Combining functions into 4 Actions: Preserve, Consume, Communicate and Play
Chapter 4: Sequencing the 4 Actions in different positions
Chapter 5: Personality typing in general
Chapter 6: Applying the defined personality system to communications
Chapter 7: Utilizing personality traits to mitigate conflicts
Chapter 8: Crystalizing management types and their personalities
Chapter 9: How to create a well-oiled organization with regards to typing
Chapter 10: Negotiating on human needs basis
Chapter 11: Utilizing functions to be creative
Chapter 12: Winning pitches
Chapter 13: Creating sustainable change management processes
Chapter 14: Using personality traits for personal growth