個人領(lǐng)導(dǎo)力培訓(xùn)教材 課件

AcceleratedLeadershipCourse

個人領(lǐng)導(dǎo)力AcceleratedLeadershipCourse對MBTI工具的使用有基本認識，以便理解領(lǐng)導(dǎo)技能了解個人偏好及其如何影響我們對事物的看法了解因我們的心理模式而產(chǎn)生的偏見和盲點用MBTI更好地與他人溝通理解不同的溝通方式用MBTI激勵他人，使團隊成員充分參與，在你所在團隊創(chuàng)造協(xié)同效應(yīng)了解壓力的來源，學(xué)習(xí)如何應(yīng)對壓力以便處理艱難的情形和難纏員工。學(xué)習(xí)目標對MBTI工具的使用有基本認識，以便理解領(lǐng)導(dǎo)技能學(xué)習(xí)目標MBTI是什么?一種描述而不是一個規(guī)定偏好的說明、不是技能或能力所有偏好都同等重要經(jīng)過充分驗證和深入研究的MBTI是什么?一種描述而不是一個規(guī)定CAST卡爾·榮格CarlG.Jung

INTP凱瑟琳·布理格斯KatharineBriggs

INFJ伊莎貝爾·布理格斯·邁爾斯IsabelBriggsMyers INFPCAST卡爾·榮格CarlG.Jung個性的作用FunctionsofthePersonality理解收集數(shù)據(jù)接收信息觀察你周圍的世界判斷評價數(shù)據(jù)根據(jù)信息做決定批判性地看你的觀察結(jié)果個性的作用FunctionsofthePersonal四個維度外向 內(nèi)向感覺直覺個人注意什么個人如何作出決定個人選擇的生活方式思考情感判斷 理解個人如何獲得活力四個維度外向 內(nèi)向感覺直覺談?wù)摪l(fā)給你們的物品并把你們的討論結(jié)果寫在白板上我們是怎樣看待事物的?談?wù)摪l(fā)給你們的物品我們是怎樣看待事物的?感覺事實細節(jié)照字面的注重現(xiàn)在通過五觀獲得信息直覺理論的抽象的比喻的注重將來通過第六感獲得信息PerceivingFunction理解PerceivingFunction感覺直覺PerceivingFunction理解Perce頭腦風暴討論一個理想的教育體系有哪些重要組成部分，并寫在白板上？TheIdealSystem—ButWhose?理想的體系-但這是誰的?頭腦風暴討論一個理想的教育體系有哪些重要組成部分，并寫在白板思考客觀的分析的非個人的清晰公正情感主觀的情景的人與人之間的和諧仁慈JudgingFunction思考情感JudgingFunction確定一個你的小組感興趣的話題并開始討論把你所有的撲克牌放在你的面前，你每發(fā)言1次，就把一張牌放入你的袋子里。一旦你面前沒有牌了，你就不能再說話，直到小組里所有人的牌都放進他們的袋子里?？偨Y(jié)別人的觀點、提出自己的新想法兩者都是有效的發(fā)言。一個交談的撲克牌游戲確定一個你的小組感興趣的話題并開始討論一個交談的撲克牌游戲誰先用完撲克牌？當他們用完后他們有什么感覺？E們感覺到發(fā)言為撲克牌所迫嗎？I們感覺要被迫說話嗎?I們說的話是否超過他們覺得舒服的限度？為什么？誰說話時間最長？撲克牌游戲小結(jié)誰先用完撲克牌？當他們用完后他們有什么感覺？撲克牌游戲小結(jié)外向關(guān)注外部人們事情活動邊說邊想豪放內(nèi)向關(guān)注內(nèi)部考慮想法沉思想好再說深沉個人活力來源外向內(nèi)向個人活力來源你有5分鐘時間盡你所能制作一個最好的星星。你可以使用盒子里的任何材料，也可以不用。5分鐘后，我將評出做得最好的星星。制作星星練習(xí)你有5分鐘時間盡你所能制作一個最好的星星。制作星星練習(xí)在外部世界里你用的是哪一個?判斷理解

果斷的

有組織的

有計劃的Seeksclosure

列出清單并使用之開放的

靈活的

自然的Seeksopinions列出清單并遺失之個人選擇的生活方式在外部世界里你用的是哪一個?判斷理解果斷的開放的個人選擇四個維度外向 內(nèi)向感覺直覺個人注意什么個人如何作出決定個人選擇的生活方式思考情感判斷 理解個人如何獲得活力四個維度外向 內(nèi)向感覺直覺16種偏好類型16種偏好類型自己知道的

自己不知道的

別人知道的

別人不知道的

自我揭示或給予反饋團隊請求反饋個人公開區(qū)域

盲點

未知區(qū)域

虛假的表面

(隱密區(qū)

)無意識的

Insight喬哈里之窗JohariWindow自己知道的自己不知道的別人知道的別人不知道的自我揭示MBTI測評結(jié)果及領(lǐng)導(dǎo)風格練習(xí)根據(jù)你的MBTI測評結(jié)果:你的領(lǐng)導(dǎo)風格是什么？你有什么優(yōu)勢？你覺得什么可能是你潛在的盲點？MBTI測評結(jié)果及領(lǐng)導(dǎo)風格練習(xí)根據(jù)你的MBTI測評結(jié)果:從MBTI類型描述中，你了解的自我領(lǐng)導(dǎo)特征ISTJISTPESTPESTJISFJISFPESFPESFJINFJINFPENFPENFJINTJINTPENTPENTJ根據(jù)你現(xiàn)在對自己的了解、回想你的360測評結(jié)果，并結(jié)合MBTI類型描述，思考你的領(lǐng)導(dǎo)特征是什么？簡要列出幾點從MBTI類型描述中，你了解的自我領(lǐng)導(dǎo)特征ISTJISTPE各種MBTI類型的領(lǐng)導(dǎo)特征有自制力,遵從規(guī)章;擅長直接指正下屬績效問題直截了當,consenting;公正;聘用有才干的人善于交際,果斷;擅長直接指正下屬績效問題非常善于交際,果斷,工作要求高并對他人施加壓力;聘用有才干的人并直接指正下屬績效問題團隊導(dǎo)向，有同情心；培養(yǎng)下屬；工作－生活平衡靈活機智，講究方法；工作－生活平衡；擅長建立良好人際關(guān)系靈活，有同情心,善于交際;聘用有才干的人團隊導(dǎo)向，有自制力，遵從規(guī)章，精力充沛；擅長建立良好人際關(guān)系；工作－生活平衡團隊導(dǎo)向,有責任心；令人輕松自在；培養(yǎng)下屬靈活，有同情心,自我意識；擅長建立良好人際關(guān)系并培養(yǎng)下屬自我意識和移情能力強；喜好交際；擅長建立良好人際關(guān)系并培養(yǎng)下屬靈活機智,寬容,移情能力強,喜歡起主導(dǎo)作用;doeswhateverittakes;令人輕松自在.直截了當,喜歡起主導(dǎo)作用;學(xué)習(xí)能力強果斷，獨立；適當授權(quán)；學(xué)習(xí)能力強喜歡起主導(dǎo)作用,易變，不拘禮節(jié)，靈活機智，喜好交際anddoeswhateverittakes果斷，獨立,有組織性，有責任心，喜歡起主導(dǎo)作用，喜好交際；makesagoodimpressionISTJISTPESTPESTJISFJISFPESFPESFJINFJINFPENFPENFJINTJINTPENTPENTJ各種MBTI類型的領(lǐng)導(dǎo)特征有自制力,遵從規(guī)章;擅長直接指在領(lǐng)導(dǎo)力方面存在的常見盲點靈活，善于交際，有同情心有同情心，建立親密關(guān)系,善于交際靈活機智，遵循規(guī)章，independencefromadvocates建立和維護良好人際關(guān)系，正確對待戰(zhàn)略轉(zhuǎn)型喜好交際,經(jīng)常采用新創(chuàng)意提出并采用新創(chuàng)意，有社會影響力，情感獨立抑制沖動情緒,果斷，百折不撓學(xué)習(xí)能力強,情感獨立，靈活善于交際,鼓勵員工發(fā)揮主動性,情感獨立喜好社交和影響他人，有始有終,信守承諾,conformingattitudes注重細節(jié)，抑制沖動情緒，獨立，直截了當正確對待戰(zhàn)略轉(zhuǎn)型,營造一個發(fā)展的環(huán)境，聘用有才干的人團隊導(dǎo)向,富于同情心,工作－生活平衡靈活，善于交際，有始有終，形象良好適當授權(quán)，建立良好關(guān)系，富于同情心，聘用有才干的人,簡明扼要有團隊精神,建立良好關(guān)系,有自我意識,善于處理人際沖突,信守對他人愿景的承諾ISTJISTPESTPESTJISFJISFPESFPESFJINFJINFPENFPENFJINTJINTPENTPENTJ在領(lǐng)導(dǎo)力方面存在的常見盲點靈活，善于交際，有同情心有同情心，CommunicationStyleDiscussionQuestions討論你在溝通時表現(xiàn)的最佳和最差的“推銷”行為討論Discusshowtheseinteractionsmayhavebeendifferentforyouroppositetype.Forexample,maybeyoudealtwithaveryfriendly,insightful,andthoughtful(NF)boss(orpeer,oremployee).Inthiscase,twopotentialstakeholdersofthesameideamighthaverespondeddifferently—eitherwelcomingthewarmthorfeelingputoffbysuchunwantedfriendliness.CommunicationStyleDiscussionDevelopingCommunicationStyleFlexibilityWhatMotivates…INTJandINFJ?Motivationcomesfrombeinginvolvedincreatingaclearvisionofthefutureandseeingwaystheycanacttobringitabout.Theywillseldombuyintoideasthatimplychange,howeverpersuasivelyitispresented,ifitdoesnotfittheirinternalunderstandingoftheworldISTJandISFJ?Motivationstemsfromtheirsenseofresponsibilityandattachmenttotheorganization.TheywantthingstoworkandwillputforthgreatefforttoacceptchangesandcreatenewproceduresWhenideasdonotfitwiththeirinternalreality―don’tseempracticalanddoable,orseemtothreatentheveryessenceoftheorganization—theycanbecomeverynegativeandlosemotivationDevelopingCommunicationStyleDevelopingCommunicationStyleFlexibilityWhatMotivates…ISFPandINFP?Motivationcomesfromfindingmeaningintheirwork―aconnectionbetweentheirinternalvaluesystemandtheworktheydo,thepeopletheyworkwith,theorganizationtheyserveWhenideasviolatetheirinternalvaluesystem,theycanbecomemoralisticcriticsISTPandINTP?MotivationstemsfrombeingchallengedtorationallyorganizeandunderstandlargeamountsofinformationTheycanbecomeverydetachedcriticswhenthelogicisnotthereorwhentheirrationalstructureisignoredbyothersDevelopingCommunicationStyleDevelopingCommunicationStyleFlexibilityWhatMotivates…ENTPandENFP?Motivationcomesfromexcitingnewideas,seeingpossibilities,andbeinginvolvedincreatingandleadingchangesIfideasdonotgivethemroomforcreativity,forinfluencingwhathappens,andforfollowingtheirintuitivesenseofwhatisneeded,theycanbedetachedandopposeESTPandESFP?motivationcomesfromnew,interestingexperiencesandtheopportunitiestoquicklytryoutnewplansExcessivetheorizingortherequirementforstructurebeforeactingwillboreandde-motivatethemveryquicklyDevelopingCommunicationStyleDevelopingCommunicationStyleFlexibilityWhatMotivates…ESFJandENFJ?MotivationstemsfrombeingabletorespondtotheneedsofothersandfrombeinggiventheopportunitytosupportandencouragepeopleWhenideasdonotincludeconsiderationfortheimpactonpeople,ESFJandENFJcanbecomemoralisticandinflexibleESTJandENTJ?Motivationcomesfrombeingallowedtoorganizeandstructurethechangeandtheresources(includingthepeople)toachievethegoalsasefficientlyaspossibleConfusion,muddledthinking,andlackoflogicinideaswillturnthemintovocalcriticsDevelopingCommunicationStylePerhapsit’sthewaypeoplecommunicatestousthat:SetsusateasebyappealingtoouremotionsorlisteningtousratherthantalkingMotivatesustobuybyaddressingthepossiblebenefitsthatcanbeprovidedChangesourmindsthroughlogicGivesusoptionsandalternativesTypeinAction!?2002byBarbaraD.MathewsandCatharineA.Larkin.PublishedbyConsultingPsychologistsPress,Inc.Permissionisherebygrantedtoreproducethismasterforworkshopuse.Duplicationforanyotheruse,includingresale,isaviolationofcopyrightlaw.

WhatMotivatesUs?Perhapsit’sthewaypeoplecoDevelopingCommunicationStyleFlexibility―ExerciseEach“Sponsor"willpairupwitha“Stakeholder."TheSponsorwillnotetheStakeholders’typepreferenceonthefunctionpairsandusethisinsighttotrytosellaprojectfromthelistontheExercisesheet.Ineachcase,theStakeholdermustremaintruetohisorherowntype,whiletheSponsormustadapthisorherstyletoinfluencetheStakeholders’decision.Stakeholderscancommitonlyupto$100and/or25%oftheirtimeduringanyonepersuasionround.Theycancommittoless,butnomorethanthisamountofresourcesorthatamountoftime.TheStakeholdercancommitonlywhentheyfeeltheyarebeing"heard"andunderstoodbytheSponsor.Stakeholdersneedtobeconvincedofthevalueoftheprojectbeforetheywillmakeacommitment.Attheendof2minutes,Iwillcalltime,andyouwillwritedownyourobservationsandinterpretationsaboutwhythedealdidordidnotgothrough.Next,SponsorswillpairupwithnewStakeholdersandrepeattheprocess.Atthatpointwewillstoptheexercise,andtheSponsorswillcounttheirmoneyandortimeavailable.TheSponsorwiththemostresourceswins.Then,wewillbeginroundtwo.Everyonewillgobacktotheoriginaltwogroups,andStakeholderswillnowbecomeSponsors,andviceversa.Wewillrepeatthisfortwomoreinteractions.DevelopingCommunicationStyleDevelopingCommunicationStyleFlexibility―ExerciseHoweasywasitforyouto“adopt”adifferentcommunicationstyle?Whatdidyoudothatallowedyoutousethatstyle?Whattype(s)didyouhavethetoughesttimerelatingto?Why?Whatdistinctdifferencesdidyounoticewheninteractingwiththedifferentfunctions(E-I,S-N,T-F,J-P)?DevelopingCommunicationStyleSensingThinkingTypesandConflictParticularcontributiontotheconflict-resolutionprocessESTJESTPMomentumformakingtough-mindeddecisionsAplanforimplementationResourcefulnessandabilitytoquicklydeterminerealityMomentumtowardsactionWhatsomeoneislikelytohearorseeAlogicaljudgmentsuccinctlystatedandfirmlyadheredtoCalculatedrisk-takingSometrialanderrorapproachestosolvingtheproblemUninhibitedrisk-takingWhatsomeonemightnothearTheanalysisofcurrentdatacombinedwithdatafrompastexperiencethatisthebasisforthedecisionTheinternalprocessofstructuringandanalyzingdatatoproduceasolutionParticularcontributiontotheconflict-resolutionprocessISTJISTPMomentumtocollectandanalyzedatathoroughlybeforedecidingAplanofimplementationgearedtowardssustainabilityFocusonrealitywhichisdistilledtosimplesttermsMomentumforasolutionwhichproducestangibleresultsWhatsomeoneislikelytohearorseeConcentratedactiontowardssolvingtheproblemAttentionoractiontowardsahands-onsolutionWhatsomeonemightnothearTheanalysisofcurrentdatacombinedwithdatafrompastexperiencewhichisthebasisfortheiractionThelogicalprocessbywhichtheydeterminedtheirsolutionSensingThinkingTypesandConSensingFeelingTypesandConflictParticularcontributiontotheconflict-resolutionprocessESFJESFPPerseverancetofindasolutionallarecomfortablewithStrongcommitmenttogoalsagreeduponMomentumtomovetopracticalactionassoonaspossibleResourcefulnessandadaptabilityWhatsomeoneislikelytohearorseeIntensityofvoiceAcasualapproachtotheprocessWhatsomeonemightnothearTheirkeenawarenessoftheimpactofconflictonthelivesofthoseinvolvedandtheirpassionateconcernforbringingharmonytothesituationThedepthofdesiretocreateharmonyforthemselvesandothersParticularcontributiontotheconflict-resolutionprocessISFJISFPPerseveranceonactionstheybelievewillhelpchangethesituationcausingconflictMemoryoftheinformationhelpfultotheprocessQuiet,keenobservationoftheimpactoftheprocessonpeople,includingnon-verbalcluesSenseofhumoratunexpectedmomentsWhatsomeoneislikelytohearorseeIndividualactionwithlittleverbalexpressionActionundertakenasanadventureWhatsomeonemightnothearTheirdeepdesiretomakelifeharmoniousfortheothersinvolvedintheconflictTheirdeepcommitmenttoprotectingtheirownandothers’freedomandcomfortSensingFeelingTypesandConfIntuitiveFeelingTypesandConflictParticularcontributiontotheconflict-resolutionprocessENFJENFPStrivetohaveallstakeholderstalkouttheconflicttoreachadecisionStrivetohaveasmanyoptionsaspossibleputonthetablebeforedecisionismadePushtoconsidertheunprovenWhatsomeoneislikelytohearorseeQuicksolutionsthatsoundmorefocusedonempathyorsociabilitythanobjectiveproblemsolvingApossibilityineveryideaputonthetableWhatsomeonemightnothearTheirdevelopingprivateinsightsonhowtheconflictcanberesolvedThedecisionstheyaremakingregardingwhichsolutiontheywillultimatelycommittoParticularcontributiontotheconflict-resolutionprocessINFJINFPKeenawarenessofinsightsfromunconsciousPerseverancetomaketheircreativevisionarealityFirmnessoffocusonperson-centeredvaluesQuietobservationandsummarizingofissuesWhatsomeoneislikelytohearorseeIntensityandimpetustohaveadecisionmadebasedonpeople’sneedsNonjudgmentalattentiontotheothersperson’sconcernsWhatsomeonemightnothearTheobservationofpeopleissuesinthecurrentsituationandhowtheyrelatetothelargerhumanconditionEvaluationofother’sconcernsagainstthecriteriaoftheirpersonalvaluesIntuitiveFeelingTypesandCoIntuitiveThinkingTypesandConflictParticularcontributiontotheconflict-resolutionprocessENTJENTPDriveforadecisioninordertostructuretheattainmentofbroadgoalsMomentumtomoveforwardonceasolutionisreachedAwealthofcreativeideasEnergytomakewhatseemsimpossibleaspotentiallydoablewithalittleadaptationWhatsomeoneislikelytohearorseeAfirmdecisionnoteasilyre-openedfordiscussiononcemadeAmomentumforchange“forthesakeofchange”WhatsomeonemightnothearThenumerousideastheyhaveexploredinternallyforfairnessandjusticeTheinternalcategorizingandanalysisofideaspresentedevenasnewideasareintroducedParticularcontributiontotheconflict-resolutionprocessINTJINTPAbilitytoseeavisionofthefutureDrivetorealizetheirvisionintherealworldInterestinexploringcomplexideasfromeveryangleTendencytoasktoughquestionstochallengethestatusquoWhatsomeoneislikelytohearorseeArticulationofacomplexsystemicsolutiontoaproblemCritiqueofeverysolutionintroducedWhatsomeonemightnothearThevisionoftheidealbelievedpossibleTheinternalprincipleatstakeinthediscussionIntuitiveThinkingTypesandC解決沖突的練習(xí)定義沖突如何處理沖突內(nèi)部Internally?外部Externally?Howdoyouwanttobeapproachedinaconflictsituation?“解決沖突的方案”對你意味著什么？解決沖突的練習(xí)定義沖突COOPERATIVENESSASSERTIVENESSAvoidingCompetingCollaboratingAccommodatingCompromisingHandlingOrganizationalConflictCOOPERATIVENESSASSERTIVENESSAv回避沖突通過否認沖突存在來努力回避沖突

拒絕承認有沖突

然而，如果沖突不自行消失，則有可能升級當事情不大或不緊急時，這樣做是可行的COOPERATIVENESSASSERTIVENESSO處理沖突的各種方法回避沖突通過否認沖突存在來努力回避沖突當事情不大或不緊急時遷就“我們駕駛著一艘快樂之船?！薄昂萌酥g沒有沖突。”Playsdowndifferences

不知道開誠布公地處理沖突會有很多好處

Ifusedtoexcessmaystiflethecreationofopen-agendaenvironmentsIssue,again,rarelygoesawayMaybeappropriatewhenpreservingtherelationshipismoreimportantthandealingwithinsignificantissuesO處理沖突的各種方法COOPERATIVENESSASSERTIVENESS遷就“我們駕駛著一艘快樂之船?！薄昂萌酥g沒有沖突。競爭經(jīng)常用來解決分歧

沖突根源也許是職權(quán)或職位Maytakeformofmajority(voting)orpersuasiveminorityResultsinwinners&losers:consciousorsubconsciousrenewalofstruggleslateron當其他方法明顯無效時，這樣做也許有效O處理沖突的各種方法COOPERATIVENESSASSERTIVENESS競爭經(jīng)常用來解決分歧當其他方法明顯無效時，這樣做也許有效O折衷

Althoughvaluedinmanycultures(“Yougivealittle,I’llgivealittle,we’llmeethalfway.”)mayhavedrawbacksBargainingencouragesinflatedpositionstobufferloseswhen“givingalittle”comesMayendupinsolutionsyoucanlivewithbutnotbeingproudofIfextrememaynotbeeffectiveforlackofcommitmentMaybenecessarywhenresourcesareseriouslylimitedortoavoidaWin/LosesituationO處理沖突的各種方法COOPERATIVENESSASSERTIVENESS折衷Althoughvaluedinmanycul協(xié)作要求沖突各方承認他人的能力/專長Driverisbestsolutionofproblemnotdefendingparticularpositions

當有所進展時，每個人都努力調(diào)整他/她的觀點

假設(shè)：團隊整體力量超過個人力量之和產(chǎn)生最高水平的團隊協(xié)同效應(yīng)O處理沖突的各種方法COOPERATIVENESSASSERTIVENESS協(xié)作要求沖突各方承認他人的能力/專長產(chǎn)生最高水平的團隊協(xié)同處理組織沖突COOPERATIVENESSASSERTIVENESSAvoidingCompetingCollaboratingAccommodatingCompromisingETJ(males)ETJ(females)ITPETPITJIFPIFJEFJEFPVanSant,Sondra,WiredforConflictCAPT,2003處理組織沖突COOPERATIVENESSASSERTIVE性格類型動力學(xué)DOMINANTINFERIORAUXILIARYTERTIARYTheauxiliarybalancesJudging&Perceiving性格類型動力學(xué)DOMINANTINFERIORAUXILIATypeDynamics-FunctionsISTJISFJINFJINTJSensingDominantSensingDominantIntuitionDominantIntuitionDominantThinkingAuxiliaryFeelingAuxiliaryFeelingAuxiliaryThinkingAuxiliaryFeelingTertiaryThinkingTertiaryThinkingTertiaryFeelingTertiaryIntuitionInferiorIntuitionInferiorSensingInferiorSensingInferiorISTPISFPINFPINFPThinkingDominantFeelingDominantFeelingDominantThinkingDominantSensingAuxiliarySensingAuxiliaryIntuitionAuxiliaryIntuitionAuxiliaryIntuitionTertiaryIntuitionTertiarySensingTertiarySensingTertiaryFeelingInferiorThinkingInferiorThinkingInferiorFeelingInferiorESTPESFPENFPENTPSensingDominantSensingDominantIntuitionDominantIntuitionDominantThinkingAuxiliaryFeelingAuxiliaryFeelingAuxiliaryThinkingAuxiliaryFeelingTertiaryThinkingTertiaryThinkingTertiaryFeelingTertiaryIntuitionInferiorIntuitionInferiorSensingInferiorSensingInferiorESTJESFJENFJENTJThinkingDominantFeelingDominantFeelingDominantThinkingDominantSensingAuxiliarySensingAuxiliaryIntuitionAuxiliaryIntuitionAuxiliaryIntuitionTertiaryIntuitionTertiarySensingTertiarySensingTertiaryFeelingInferiorThinkingInferiorThinkingInferiorFeelingInferiorTypeDynamics-FunctionsISTJISTheInferiorFunction為什么?Toomuchenergytransferredtoourleastpreferred(thereforeleastdeveloped)functions何時?UnderstressIllnessFatigueParticularlychallengingcontexts怎么做?ImmatureversionoftheFunction:TunnelVisionLossofsenseofhumorLossofsenseofproportionAll-or-nonestatementsProjectionTheInferiorFunction為什么?“IntheGrip”Suspensionoftheuseofthemostdeveloped(DominantandAuxiliary)functionsActingoutofcharacter:feeling“besideourselves”LossofconfidenceVulnerability,fearandnegativity“IntheGrip”SuspensionoftheTheInferiorFunctionExerciseIdentifyyourTypeProfile:DominantAuxiliaryTertiaryInferiorBasedontheabove,whatsituationsarelikelytothrowyouintoyourinferiormode?TheonethatfatiguesyouthemostTheoneyouaremostsensitiveaboutTheonethatcausesyoufrequentfrustrationTakealookatthecharacteristicsofyourInferiorfunctionwhenitisDominantandthenturnthemaround…h(huán)owwouldthatfunctionlooklikeifnotdeveloped?TheInferiorFunctionExerciseTheInferiorFunction

ActionPlanHowcanyouavoidthesituationsthatmakeyouvulnerabletoaneruptionoftheInferior?Delegation?Teamwork?Work-lifebalance?Useoftime?Additionaltraining?Motivation?WhatarethemostclearstrengthsofyourAuxiliaryFunction?Howcantheybetterhelpbringyoubackfromthe“grip”ofyourInferior?Howcantheycounterbalanceand/orneutralizeyourInferior?Whatquestionswouldyouneedtoasktoregaincontrol?Whatactivitieswouldhelpcomposeyourself?TakealookatyourinteractionswithyourteambackathomeandthinkhowbetterleveragetheircharacteristicsandusetheirfeedbacktogetbetteratrecognizingyourInferioranddealwithpressureTheInferiorFunction

ActionSummaryYourtypeisnotanexcuseforyourbehaviorDonottalktopeopleinMBTIlanguage;itencouragesstereotypesDonoself-administerandanalyzethetest;haveaprofessionaldoit.UseMBTI,donottalkMBTIUnderstandingwheredifferencescomefromwillhelpuscreateamoreinclusiveenvironment.Understandingwhereourbehaviorcomesfromhelpusknowourselvesbetter.SummaryYourtypeisnotanexc演講完畢，謝謝觀看！演講完畢，謝謝觀看！AcceleratedLeadershipCourse

個人領(lǐng)導(dǎo)力AcceleratedLeadershipCourse對MBTI工具的使用有基本認識，以便理解領(lǐng)導(dǎo)技能了解個人偏好及其如何影響我們對事物的看法了解因我們的心理模式而產(chǎn)生的偏見和盲點用MBTI更好地與他人溝通理解不同的溝通方式用MBTI激勵他人，使團隊成員充分參與，在你所在團隊創(chuàng)造協(xié)同效應(yīng)了解壓力的來源，學(xué)習(xí)如何應(yīng)對壓力以便處理艱難的情形和難纏員工。學(xué)習(xí)目標對MBTI工具的使用有基本認識，以便理解領(lǐng)導(dǎo)技能學(xué)習(xí)目標MBTI是什么?一種描述而不是一個規(guī)定偏好的說明、不是技能或能力所有偏好都同等重要經(jīng)過充分驗證和深入研究的MBTI是什么?一種描述而不是一個規(guī)定CAST卡爾·榮格CarlG.Jung

INTP凱瑟琳·布理格斯KatharineBriggs

INFJ伊莎貝爾·布理格斯·邁爾斯IsabelBriggsMyers INFPCAST卡爾·榮格CarlG.Jung個性的作用FunctionsofthePersonality理解收集數(shù)據(jù)接收信息觀察你周圍的世界判斷評價數(shù)據(jù)根據(jù)信息做決定批判性地看你的觀察結(jié)果個性的作用FunctionsofthePersonal四個維度外向 內(nèi)向感覺直覺個人注意什么個人如何作出決定個人選擇的生活方式思考情感判斷 理解個人如何獲得活力四個維度外向 內(nèi)向感覺直覺談?wù)摪l(fā)給你們的物品并把你們的討論結(jié)果寫在白板上我們是怎樣看待事物的?談?wù)摪l(fā)給你們的物品我們是怎樣看待事物的?感覺事實細節(jié)照字面的注重現(xiàn)在通過五觀獲得信息直覺理論的抽象的比喻的注重將來通過第六感獲得信息PerceivingFunction理解PerceivingFunction感覺直覺PerceivingFunction理解Perce頭腦風暴討論一個理想的教育體系有哪些重要組成部分，并寫在白板上？TheIdealSystem—ButWhose?理想的體系-但這是誰的?頭腦風暴討論一個理想的教育體系有哪些重要組成部分，并寫在白板思考客觀的分析的非個人的清晰公正情感主觀的情景的人與人之間的和諧仁慈JudgingFunction思考情感JudgingFunction確定一個你的小組感興趣的話題并開始討論把你所有的撲克牌放在你的面前，你每發(fā)言1次，就把一張牌放入你的袋子里。一旦你面前沒有牌了，你就不能再說話，直到小組里所有人的牌都放進他們的袋子里?？偨Y(jié)別人的觀點、提出自己的新想法兩者都是有效的發(fā)言。一個交談的撲克牌游戲確定一個你的小組感興趣的話題并開始討論一個交談的撲克牌游戲誰先用完撲克牌？當他們用完后他們有什么感覺？E們感覺到發(fā)言為撲克牌所迫嗎？I們感覺要被迫說話嗎?I們說的話是否超過他們覺得舒服的限度？為什么？誰說話時間最長？撲克牌游戲小結(jié)誰先用完撲克牌？當他們用完后他們有什么感覺？撲克牌游戲小結(jié)外向關(guān)注外部人們事情活動邊說邊想豪放內(nèi)向關(guān)注內(nèi)部考慮想法沉思想好再說深沉個人活力來源外向內(nèi)向個人活力來源你有5分鐘時間盡你所能制作一個最好的星星。你可以使用盒子里的任何材料，也可以不用。5分鐘后，我將評出做得最好的星星。制作星星練習(xí)你有5分鐘時間盡你所能制作一個最好的星星。制作星星練習(xí)在外部世界里你用的是哪一個?判斷理解

果斷的

有組織的

有計劃的Seeksclosure

列出清單并使用之開放的

靈活的

自然的Seeksopinions列出清單并遺失之個人選擇的生活方式在外部世界里你用的是哪一個?判斷理解果斷的開放的個人選擇四個維度外向 內(nèi)向感覺直覺個人注意什么個人如何作出決定個人選擇的生活方式思考情感判斷 理解個人如何獲得活力四個維度外向 內(nèi)向感覺直覺16種偏好類型16種偏好類型自己知道的

自己不知道的

別人知道的

別人不知道的

自我揭示或給予反饋團隊請求反饋個人公開區(qū)域

盲點

未知區(qū)域

虛假的表面

(隱密區(qū)

)無意識的

Insight喬哈里之窗JohariWindow自己知道的自己不知道的別人知道的別人不知道的自我揭示MBTI測評結(jié)果及領(lǐng)導(dǎo)風格練習(xí)根據(jù)你的MBTI測評結(jié)果:你的領(lǐng)導(dǎo)風格是什么？你有什么優(yōu)勢？你覺得什么可能是你潛在的盲點？MBTI測評結(jié)果及領(lǐng)導(dǎo)風格練習(xí)根據(jù)你的MBTI測評結(jié)果:從MBTI類型描述中，你了解的自我領(lǐng)導(dǎo)特征ISTJISTPESTPESTJISFJISFPESFPESFJINFJINFPENFPENFJINTJINTPENTPENTJ根據(jù)你現(xiàn)在對自己的了解、回想你的360測評結(jié)果，并結(jié)合MBTI類型描述，思考你的領(lǐng)導(dǎo)特征是什么？簡要列出幾點從MBTI類型描述中，你了解的自我領(lǐng)導(dǎo)特征ISTJISTPE各種MBTI類型的領(lǐng)導(dǎo)特征有自制力,遵從規(guī)章;擅長直接指正下屬績效問題直截了當,consenting;公正;聘用有才干的人善于交際,果斷;擅長直接指正下屬績效問題非常善于交際,果斷,工作要求高并對他人施加壓力;聘用有才干的人并直接指正下屬績效問題團隊導(dǎo)向，有同情心；培養(yǎng)下屬；工作－生活平衡靈活機智，講究方法；工作－生活平衡；擅長建立良好人際關(guān)系靈活，有同情心,善于交際;聘用有才干的人團隊導(dǎo)向，有自制力，遵從規(guī)章，精力充沛；擅長建立良好人際關(guān)系；工作－生活平衡團隊導(dǎo)向,有責任心；令人輕松自在；培養(yǎng)下屬靈活，有同情心,自我意識；擅長建立良好人際關(guān)系并培養(yǎng)下屬自我意識和移情能力強；喜好交際；擅長建立良好人際關(guān)系并培養(yǎng)下屬靈活機智,寬容,移情能力強,喜歡起主導(dǎo)作用;doeswhateverittakes;令人輕松自在.直截了當,喜歡起主導(dǎo)作用;學(xué)習(xí)能力強果斷，獨立；適當授權(quán)；學(xué)習(xí)能力強喜歡起主導(dǎo)作用,易變，不拘禮節(jié)，靈活機智，喜好交際anddoeswhateverittakes果斷，獨立,有組織性，有責任心，喜歡起主導(dǎo)作用，喜好交際；makesagoodimpressionISTJISTPESTPESTJISFJISFPESFPESFJINFJINFPENFPENFJINTJINTPENTPENTJ各種MBTI類型的領(lǐng)導(dǎo)特征有自制力,遵從規(guī)章;擅長直接指在領(lǐng)導(dǎo)力方面存在的常見盲點靈活，善于交際，有同情心有同情心，建立親密關(guān)系,善于交際靈活機智，遵循規(guī)章，independencefromadvocates建立和維護良好人際關(guān)系，正確對待戰(zhàn)略轉(zhuǎn)型喜好交際,經(jīng)常采用新創(chuàng)意提出并采用新創(chuàng)意，有社會影響力，情感獨立抑制沖動情緒,果斷，百折不撓學(xué)習(xí)能力強,情感獨立，靈活善于交際,鼓勵員工發(fā)揮主動性,情感獨立喜好社交和影響他人，有始有終,信守承諾,conformingattitudes注重細節(jié)，抑制沖動情緒，獨立，直截了當正確對待戰(zhàn)略轉(zhuǎn)型,營造一個發(fā)展的環(huán)境，聘用有才干的人團隊導(dǎo)向,富于同情心,工作－生活平衡靈活，善于交際，有始有終，形象良好適當授權(quán)，建立良好關(guān)系，富于同情心，聘用有才干的人,簡明扼要有團隊精神,建立良好關(guān)系,有自我意識,善于處理人際沖突,信守對他人愿景的承諾ISTJISTPESTPESTJISFJISFPESFPESFJINFJINFPENFPENFJINTJINTPENTPENTJ在領(lǐng)導(dǎo)力方面存在的常見盲點靈活，善于交際，有同情心有同情心，CommunicationStyleDiscussionQuestions討論你在溝通時表現(xiàn)的最佳和最差的“推銷”行為討論Discusshowtheseinteractionsmayhavebeendifferentforyouroppositetype.Forexample,maybeyoudealtwithaveryfriendly,insightful,andthoughtful(NF)boss(orpeer,oremployee).Inthiscase,twopotentialstakeholdersofthesameideamighthaverespondeddifferently—eitherwelcomingthewarmthorfeelingputoffbysuchunwantedfriendliness.CommunicationStyleDiscussionDevelopingCommunicationStyleFlexibilityWhatMotivates…INTJandINFJ?Motivationcomesfrombeinginvolvedincreatingaclearvisionofthefutureandseeingwaystheycanacttobringitabout.Theywillseldombuyintoideasthatimplychange,howeverpersuasivelyitispresented,ifitdoesnotfittheirinternalunderstandingoftheworldISTJandISFJ?Motivationstemsfromtheirsenseofresponsibilityandattachmenttotheorganization.TheywantthingstoworkandwillputforthgreatefforttoacceptchangesandcreatenewproceduresWhenideasdonotfitwiththeirinternalreality―don’tseempracticalanddoable,orseemtothreatentheveryessenceoftheorganization—theycanbecomeverynegativeandlosemotivationDevelopingCommunicationStyleDevelopingCommunicationStyleFlexibilityWhatMotivates…ISFPandINFP?Motivationcomesfromfindingmeaningintheirwork―aconnectionbetweentheirinternalvaluesystemandtheworktheydo,thepeopletheyworkwith,theorganizationtheyserveWhenideasviolatetheirinternalvaluesystem,theycanbecomemoralisticcriticsISTPandINTP?MotivationstemsfrombeingchallengedtorationallyorganizeandunderstandlargeamountsofinformationTheycanbecomeverydetachedcriticswhenthelogicisnotthereorwhentheirrationalstructureisignoredbyothersDevelopingCommunicationStyleDevelopingCommunicationStyleFlexibilityWhatMotivates…ENTPandENFP?Motivationcomesfromexcitingnewideas,seeingpossibilities,andbeinginvolvedincreatingandleadingchangesIfideasdonotgivethemroomforcreativity,forinfluencingwhathappens,andforfollowingtheirintuitivesenseofwhatisneeded,theycanbedetachedandopposeESTPandESFP?motivationcomesfromnew,interestingexperiencesandtheopportunitiestoquicklytryoutnewplansExcessivetheorizingortherequirementforstructurebeforeactingwillboreandde-motivatethemveryquicklyDevelopingCommunicationStyleDevelopingCommunicationStyleFlexibilityWhatMotivates…ESFJandENFJ?MotivationstemsfrombeingabletorespondtotheneedsofothersandfrombeinggiventheopportunitytosupportandencouragepeopleWhenideasdonotincludeconsiderationfortheimpactonpeople,ESFJandENFJcanbecomemoralisticandinflexibleESTJandENTJ?Motivationcomesfrombeingallowedtoorganizeandstructurethechangeandtheresources(includingthepeople)toachievethegoalsasefficientlyaspossibleConfusion,muddledthinking,andlackoflogicinideaswillturnthemintovocalcriticsDevelopingCommunicationStylePerhapsit’sthewaypeoplecommunicatestousthat:SetsusateasebyappealingtoouremotionsorlisteningtousratherthantalkingMotivatesustobuybyaddressingthepossiblebenefitsthatcanbeprovidedChangesourmindsthroughlogicGivesusoptionsandalternativesTypeinAction!?2002byBarb