Work Types

Based on the work of Carl Jung, the Myers-Briggs Type Indicator (MBTI) is the psychological profile employed by thousands of professionals worldwide. Now, three Myers-Briggs experts show how individuals can use this revealing profile them to recognize their own work style, enabling them to overcome the obstacles of day-to-day tasks and successfully adjust to the constant changes in the work world.

INTRODUCTION

1

(5)

Solutions for Real Problems

2

(1)

Psychological Type

3

(1)

Who Should Read This Book

4

(1)

Reading This Book

5

(1)

CHAPTER 1 INTRODUCTION TO TYPE

6

(20)

The Office Awakens

6

(2)

The Myers-Briggs Type Indicator and Psychological Type

8

(8)

Ways of Getting and Directing Energy: Extraversion (E) and Introversion (I)

10

(1)

Ways of Taking In or Gathering Information: Sensing (S) and Intuition (N)

11

(2)

Ways of Making Decisions: Thinking (T) and Feeling (F)

13

(1)

Organizing our Lives: Judging (J) and Perceiving (P)

14

(2)

Psychological Type and the MBTI

16

(1)

The Sixteen Types

17

(6)

Using Type Knowledge to Help You at Work

23

(3)

Personalizing Type

24

(2)

How Not to Use Type at Work

25

(1)

CHAPTER 2 COMMUNICATION AND CONFLICT

26

(29)

Communication

27

(1)

Communication Styles: What's Type Got to Do with It?

27

(12)

Improving Your Communication Skills

39

(9)

Additional Contributions of Type to Communication

48

(4)

Conflict Resolution

52

(3)

Type and Conflict

53

(2)

CHAPTER 3 TIME MANAGEMENT

55

(27)

Time Management in Action

55

(3)

What's Your Time-Management Style?

57

(1)

Time Management Defined

58

(1)

Type and Time Management

59

(16)

Adding Psychological Type to Time Management in Action

75

(4)

Improving Your Time-Management Skills

79

(3)

CHAPTER 4 MEETINGS

82

(25)

Meeting Management in Action

82

(4)

The Importance of Meeting Management

86

(2)

Type and Meeting Management

88

(11)

Adding Psychological Type to Meeting Management in Action

99

(6)

Revisiting the Example

99

(6)

Important Points to Remember

105

(2)

CHAPTER 5 LEADING: BEING IN CHARGE

107

(19)

Leaders We Have Known

107

(3)

Some Leadership Styles

110

(7)

FJ (ISFJ, ESFJ, INFJ, and ENFJ) Leaders

110

(2)

TP (ISTP, ESTP, INTP, AND ENTP) Leaders

112

(1)

TJ (ISTJ, ESTJ, INTJ, and ENTJ) Leaders

113

(2)

FP (ISFP, INFP, ESFP, ENFP) Leaders

115

(2)

Effective Decision-Making

117

(8)

Questions to Aid Decision-Making

118

(2)

Decision-Making Styles

120

(5)

Enhancing Ways of Leading and Following

125

(1)

CHAPTER 6 TEAMWORK

126

(25)

A New Team Is Forming

126

(4)

What Is a Team and How Does Type Impact Teamwork?

130

(2)

Type and Our Team

132

(1)

Effective Teams

133

(1)

Team Process Issues

134

(4)

Type and Working Agreements

135

(3)

Team Relationship Issues

138

(7)

Viewing Others from Our Own Perspective: Type Bias

139

(2)

Warning Signs of Type Bias

141

(2)

Tips for Dealing with Type Bias

143

(2)

Analyzing Your Team

145

(3)

If You Know the Types on Your Team

145

(3)

Using Type Knowledge When You Don't Know People's Types

148

(1)

Teams That Work

148

(1)

Revisiting Our Team

149

(1)

Tips for Teamwork

150

(1)

CHAPTER 7 EXPLORING ANOTHER LEVEL OF TYPE

151

(16)

The Importance of Balance

152

(1)

Balance between Extraverting and Introverting

152

(1)

Balance between Gathering Information and Making Decisions

152

(1)

What Happens When We Don't Have Balance?

153

(1)

The Importance of the Favorite Function: A Type's Core Identity

153

(8)

The Favorite Functions of Each Type

155

(2)

What Do These Eight Favorite Functions Look Like in Action?

157

(1)

Cautions of Sterotyping

158

(1)

Balancing the Dominant Function

159

(2)

Type Development

161

(4)

The Favorite Function in Childhood

161

(2)

Balance Provided by the Second Favorite

163

(1)

The Impact of Environment

164

(1)

Midlife and Beyond

164

(1)

Using Type Dynamics and Development at Work

165

(2)

CHAPER 8 CHANGE

167

(27)

A Change Is About to Take Place

167

(2)

Current Models of Change

169

(2)

The Change Process for Individuals

171

(15)

1. Reasons for the Change

171

(5)

2. The Role of the Past

176

(5)

3. Decide Specifically What Needs to Be Changed

181

(1)

4. Getting What You Need

182

(4)

Example Revisited

186

(6)

Moving Our Group Forward

190

(2)

Dealing More Effectively with Organizational Change

192

(2)

CHAPTER 9 STRESS

194

(23)

Interaction of Type Preferences and Stress

195

(2)

Extraversion -- Introversion

195

(1)

Sensing -- Intuition

195

(1)

Thinking -- Feeling

196

(1)

Judging -- Perceiving

196

(1)

Typical Work Acctivities and Type Preferences

197

(3)

What Can You Do?

199

(1)

Some Warning Signs of Stress: Type Exaggeration

200

(9)

What Does Exaggeration Look Like in Different Types?

201

(7)

Getting Back in Balance

208

(1)

Extreme Stress: The "Grip" of the Inferior Function

209

(5)

The Extraverts

210

(2)

The Introverts

212

(2)

A Recap: Important Points About Using Type in Stress Management

214

(3)

Helping Yourself

214

(2)

Dealing with Others Who Are Highly Stressed

216

(1)

CHAPTER 10 MAKING THE MOST OF YOUR TYPE AT WORK

217

(26)

Communication

218

(3)

Conflict

221

(2)

Time Management

223

(3)

Meetings

226

(3)

Leading

229

(3)

Teamwork

232

(1)

Change

233

(4)

Stress

237

(4)

Summary

241

(2)

CONCLUSION

243

(3)

Cautions in Applying Psychological Type

243

(1)

Additional Resources

244

(1)

Constructive Use of Differences: An Example

245

(1)

NOTES

246

(4)

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Summary

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