Personality in Context

1. +
Week 2 Personality and Identity
Personal Style
September 13, 2011

2. +
Objectives
 Understand
the social factors in identity
development and recognition.
 Understand how social psychology impacts
team interactions.
 Discuss personality 'branding'
 Gain insight into your personal style as well as
the styles of others

3. +
What is a personality?
1. The combination of characteristics or qualities that form an
individual's distinctive character.
2. Qualities that make someone interesting or popular.
What is the difference between those two
definitions?

4. +
What is social psychology?
1. A discipline that seeks "to understand and explain how the thought, feeling
and behavior of individuals are influenced by the actual, imagined or implied
presence of other human beings". ~ Gordon Allport (1985)
2. The branch of psychology that deals with social interactions.
Main lines of inquiry:
 How do people come to be who they are?
 How do people think about, influence, and relate to one another?

5. +
Why?
By exploring forces within the person (such as traits, attitudes, and goals) as well as
forces within the situation (such as social norms and incentives), personality and
social psychologists learn what human factors go into prejudice, romantic attraction,
persuasion, friendship, helping, aggression, conformity, and group interaction.
Personality psychology has traditionally focused on aspects
of the individual, and social psychology on aspects of the
situation. In fact, the two are tightly interwoven in
psychological explanations of human behavior.
More info: http://www.spsp.org/?page=Whatis

6. +
Why at work?
 End of assembly-line workplaces
 Teams are made up of people with a sense of self, but that self
is produced in the context of the group.
 Social
psychology makes relational power dynamics more
transparent.
 Understandingpower as it relates to personality helps you be a
better team member and an even better manager.
More info: http://www.spsp.org/?page=Whatis

7. +
If sound works...
 The Jerry reel:
http://www.youtube.com/watch?v=akvPTfDo-LU

8. +
We are who we say we are.
But...

9. +
We are also:
• Who our parents think we are
• Who our friends want us to be
• Who our job requires us to be
• Who we wish to be for our spouse

10. + This is represented by the following schema:
Cognition
Claims
self-knowledge
Identity production
“what do I know “I like/do/prefer/am...”
about me?”
MY SELF
Recognition
Identity confirmation
“He/She is..”

11. +
This model can be uncomfortable because:
• Contingent
Life events, circumstance, environmental factors
• Powerful
External factors impact who we believe we are
• Changeable
Because life is full of change, so are people

12. +
However it is also exciting because:
• Flexible
Discard 'types' in favor of context and evidence.
• Pluralistic
Room for many kinds of people, and social groupings.
• Evolving
Understanding of personality changes with norms.

13. +
Although not as popular in
management theory, the
business world has embraced
social psychology through the
concept of the personal brand.

14. +
Personal Brand
Personal branding is the process of
developing a “mark” that is created around
your personal name or your career. You
use this “mark” to express and
communicate your skills, personality and
values. The end goal is that the personal
brand that you develop will build your
reputation and help you to grow your
network in a way that interests others.
They will then seek you out for your
knowledge and expertise.

15. +
Issues with the “personal” brand
Wikipedia: It has been noted that
while previous self-help
management techniques were
about self-improvement, the
personal branding concept
suggests instead that success
comes from self-packaging.

16. +
Issues with the “personal” brand
Who or what decides if your “personal brand” is successful?
Does a successful personal brand represent the 'best' a person can
be, or just the most successful version of themselves?
Is there an authentic “personality” that is not expressed by
having a brand?

17. +
The problem of AUTHENTICITY
“Is there really any value to turning yourself into a character or a
product instead of just being... well, who you are?”
~ Olivier Blanchard
http://thebrandbuilder.wordpress.com/2012/01/03/r-i-p-personal-
branding/
But if 'who I am' depends on so many external factors is it realistic to
expect me to be “who I am” without thinking about how that is
percieved by others?
~ Miriam, your teacher, who made up these slides

18. +
The “authenticity” paradox in plain English:
The popular kids will always tell you
to “be yourself”.

19. +
Using social psychology at work
In communication:
• Seek out other points of view
• Acknowledge power differences
• Model the type of behaviour you want
from others
• Learn to read (and empathize!) with
non-verbal cues
• Learn to say what 'goes unsaid' with
diplomacy

20. +
Using a social psychology at work
To understand yourself:
• Think about who you are in different contexts (ie: During a
meeting, on deadline, listening to a presentation.)
• Look for behaviour patterns across and within specific
contexts
• Identify positive and negative beliefs, the outcomes they
support and the contexts (or relationships) in which they
occur
• Practice understanding yourself in context, and develop a
non-judgemental frame of reference.

21. +
Exercise
If you were a brand, what would
your 3 keywords be?
• How do those keywords reflect your values?
• Are there keywords that do not express who you are
outside of a business context?
• What are your anti-keywords? Why?
• What do the 'antis' say about you that the positive words
don't.

22. +
Personal Styles: Some
Assumptions
 All of us have
 strengths
 ways to influence others
 areas for improvement
 something to learn about ourselves
 something to teach, share with the team
 People are complex
 No one instrument or survey can completely convey who
we are
 Myers-Briggs Type Indicator [MBTI] is an opportunity to
gain insight into some aspects of ourselves and others

23. + The Myers-Briggs Type Indicator
MBTI reports some of our key:
• Preferences • Tendencies
• Characteristics • But not all of them
CAUTIONS:
1. MBTI is not meant to pigeonhole or stereotype individuals.
2. MBTI sorts preferences, not behaviour or ability. Within each type
is a wide range of behaviours, values and tastes.
3. Individuals may use different behaviours to adapt to specific
situations.
4. Each preference is on a continuum, so there is great variation
within the same type.
5. There are no “right” or “wrong” preferences.

24. +
MBTI: Four Preferences
Source of energy
E Extraversion Introversion I
Way of gathering information
S Sensing iNtuition N
Decision making
T Thinking Feeling F
Relating to the external world
J Judgment Perception P

25. + Extraversion and Introversion
(Source of energy)
Extraversion Introversion
E I
An extravert’s essential An introvert’s essential
stimulation, way of stimulation, way of
getting energy, is from getting energy, is from
the environment, the within - the inner world
outer world of people of thoughts, ideas, and
and things. reflections.

26. +
E or I
(Key words)
Extraversion Introversion
E I
 Jumps In, Initiating  Reflective
 Sociability  Intensive
 Interaction  Concentration
 Multiplicity  Limited relationships
 Thinks out loud  Rehearse before talking
 External  Internal
 Breadth  Depth
 Expressive  Constraint

27. +
E or I
(Preferred Work Environment)
Extraversion Introversion
E I
 Varied and action-oriented  Quiet and concentrated
 Prefers to be around and with
 Prefers to be alone
others  Interests have depth
 Interests have breadth  Calm and private
 Lively  Allow time for silent reflection on
 Remain aware of the solutions, conceptualize the
problem,
environment, and look deeply into issues
allow time to verbalize
agreements,
then take action.

28. +
Questions for Es & Is
 What assumptions do you make about the other type?
 What questions would you like to ask members of the
other type?
 What do you appreciate about the other type?
Jonathan Rauch, “Caring for Your Introvert:
The habits and needs of a little-understood group,”
The Atlantic Monthly. March 2003.

29. + Sensing and Intuition
(Taking in information)
Sensing Intuition
S N
The sensing function The intuitive function
takes in information by takes in information
way of the five senses - by way of insight and
sight, sound, feel, taste, impressions.
and smell.

30. +
S or N
(Key words)
S N

31. +
S or N
(Preferred Work Environment)
Sensing Intuitive
S N
 Prefers using learned skills  Prefers adding new skills
 Pays attention to details  Full of new challenges
 Patient with details and makes  Patient with complexity
few factual errors
 See the big picture(s), forge into
 Know the facts, understand the new areas, and develop new
plan, and work out possibilities.
implementation details

32. + Thinking and Feeling
(Making decisions)
Thinking Feeling
T F
The thinking function The feeling function
decides on the basis of decides on the basis of
logic and objective personal, subjective
considerations. values.

33. +
T or F
(Key words)
T F

34. +
T or F(Preferred Work Environment)
Thinking Feeling
T F
 Brief and businesslike
 Naturally friendly
 Impersonal
 Personal
 Treats others fairly
 Detached  Treats others as they need to be
treated
 Discuss issues logically, consider
the pros and cons of various  Involved
alternatives, and spot the
inconsistencies in a plan
 Understand what is important to
people, acknowledge the human
side of decision-making, and
help others accept decisions

35. + Judgment and Perception
(How we relate to the external world)
Judging Perceiving
J P
A perceiving orientation is
A judging orientation is flexible, adaptable, and
decisive, planned, and spontaneous.
orderly.
Provide new ideas, insight,
Generate systems, and react with flexibility if
systems need adjusting
provide organization,
and act with decisiveness

36. +
J or P
(Key words)
J P

37. +
J or P
(Preferred Work Environment)
Judging Perceiving
J P
 Focus on completing  Focus on starting task
task
 Postpone decisions
 Make decisions quickly
 Wantto find out all
 Wantonly the
essentials of the job about the job
 Firm  Flexible deadlines
deadlines

38. +
The Type Table
ISTJ ISFJ INFJ INTJ
ISTP ISFP INFP INTP
ESTP ESFP ENFP ENTP
ESTJ ESFJ ENFJ ENTJ

39. MBTI Characteristics
ISTJ ISFJ INFJ INTJ
• Give time to reflect • Give time to reflect • Give time to reflect • Give time to reflect
• Know your facts • Know your facts • Develop new alternatives • Develop new alternatives
• Apply logic • Understand people values • Understand people values • Apply logic
• Ensure closure • Ensure closure • Ensure closure • Ensure closure
• “Measured results” • “Practical benefit” • “Relationships” • “Competency”
ISTP ISFP INFP INTP
• Give time to reflect • Give time to reflect • Give time to reflect • Give time to reflect
• Know your facts • Know your facts • Develop new alternatives • Develop new alternatives
• Apply logic • Understand people values • Understand people values • Apply logic
• Be flexible • Be flexible • Be flexible • Be flexible
• “Measured results” • “Practical benefit” • “Relationships” • “Competency”
ESTP ESFP ENFP ENTP
• Verbalize agreements • Verbalize agreements • Verbalize agreements • Verbalize agreements
• Know your facts • Know your facts • Develop new alternatives • Develop new alternatives
• Apply logic • Understand people values • Understand people values • Apply logic
• Be flexible • Be flexible • Be flexible • Be flexible
• “Measured results” • “Practical benefit” • “Relationships” • “Competency”
ESTJ ESFJ ENFJ ENTJ
• Verbalize agreements • Verbalize agreements • Verbalize agreements • Verbalize agreements
• Know your facts • Know your facts • Develop new alternatives • Develop new alternatives
• Apply logic • Understand people values • Understand people values • Apply logic
• Ensure closure • Ensure closure • Ensure closure • Ensure closure
• “Measured results” • “Practical benefit” • “Relationships” • “Competency”

40. +
In Class Exercises
 Self Assessment

41. +
Type Development
 Understand your preferences and those of others
 See how others perceive you
 Identify ways to develop your less preferred behaviors
 Find ways to position yourself in an environment that makes best
use of your preferences

42. +
MBTI & Team Development
INDIVIDUAL
Knowing your own MBTI may help you to understand:
 Your actions.
 How you function in a team.
 Why you react to certain things in certain ways.
 How to improve your own performance.
 How to recognize your own strengths and weaknesses.
 When organizational goals require you to act in ways different to your
natural preferences, you may have a basis for understanding this
difference and any resulting tension.

43. +
MBTI & Team Development
INDIVIDUAL WITHIN THE TEAM
Understanding your own preferences and those of team
members may:
 Help to show how members can contribute to
achieving the team’s goals.
 Support more effective working relationships.
 Offer the opportunity to analyze collective preferences
of team members.
 Identifythe team’s potential strengths and
weaknesses.
 Clarify team working procedures.

44. +
MBTI & Team Development
A shared understanding of preferences within the team may help
team members to:
 Appreciating differences
 Reach agreement more quickly
 Solve problems effectively
 Reach more useful and insightful conclusions
 Share facilitation responsibilities