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Students in this class were asked to do several self and 360 observer assessments:Completion of the online Student Leadership Practices Inventory 360 (including both the self-assessment and at least 8 observer assessments).Completion of the Keirsey Temperament Sorter: http://keirsey.com/sorter/register.aspx (unless the student has done either the MBTI or Keirsey assessment previously). ALL THE REPORTS ARE IN ATTACHMENTSiNSTRUCTION:::::.Each student will reflect in writing about what she learned about themselves from the self-assessment tools and then will develop a leadership action plan that is based on and uses the information from the self-assessments to describe: (a) his/her current self, drawing from the self-assessments, (b) his/her ideal self and both near term and lifetime career goals (should be consistent with self-assessment information), and (c) a plan of action to further develop leadership capabilities, including the steps that will be taken to reach those goals.Note: The action plans should address two or three specific areas where the student needs to improve leadership skills and capabilities that are appropriate to one’s career goals and should be based on information from the self-assessments and strengths feedback from the Roberts Reflected Best Self exercise. There should also be a plan for monitoring the progress so that students can determine whether they have met their goals. Self-monitoring of the leadership action plan should allow one to determine if there has been improvement, what else needs to be done, and what should come next. Improving one’s leadership skills involves receiving and productively using coaching, so use the feedback from these assessments as a means of receiving coaching.
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MYERS-BRIGGS TYPE INDICATOR® | STEP I™
INTERPRETIVE REPORT
FOR ORGANIZATIONS
Prepared for
DHRUV PATEL
April 8, 2018
Developed by
Sandra Krebs Hirsh
Jean M. Kummerow
CPP, Inc. | 800.624.1765 | www.cpp.com
Myers-Briggs Type Indicator ® Step I ™ Interpretive Report for Organizations Copyright 1990, 1998, 2005, 2015 by Peter B. Myers and
Katharine D. Myers. All rights reserved. This report is based on Hirsh, S. K., & Kummerow, J. M., Introduction to Type® in Organizations,
3rd ed. (CPP, Inc., 1998). Myers-Briggs Type Indicator, Myers-Briggs, MBTI, Step I, Introduction to Type, and the MBTI logo are trademarks
or registered trademarks of the Myers & Briggs Foundation in the United States and other countries. The CPP logo is a trademark or
registered trademark of CPP, Inc., in the United States and other countries.
INTERPRETIVE REPORT FOR ORGANIZATIONS
DHRUV PATEL
MYERS-BRIGGS T YPE INDICATOR ® | STEP I ™
ESFP | 2
About Your Report
Your Myers-Briggs® Interpretive Report for Organizations is
designed to help you understand your results on the MyersBriggs Type Indicator ® (MBTI®) assessment and how you can
use them to optimize success at work.
The MBTI assessment provides a useful method for understanding people
by identifying 16 Myers-Briggs personality types. The personality types arise
from the four pairs of opposite preferences shown below. Each preference is
indicated by a letter.
EXTRAVERSION
or
INTROVERSION
Opposite ways to
direct and receive energy
SENSING
or
INTUITION
Opposite ways to
take in information
THINKING
or
FEELING
Opposite ways to decide and
come to conclusions
JUDGING
or
PERCEIVING
Opposite ways to
approach the outside world
Although each of us can and does use all of the preferences at least some of
the time, people typically find one in each pair more comfortable and natural
than its opposite. Your four preferences—your choice from each pair of
opposites—make up your four-letter Myers-Briggs type.
The MBTI assessment was developed by Isabel Briggs Myers and her mother,
HOW YOUR REPORT
IS ORGANIZED
• Your Myers-Briggs®
Personality Type
• Your Snapshot
Katharine Cook Briggs, based on the personality type theory proposed by
psychologist Carl Jung. As you explore your Myers-Briggs personality type,
remember that the MBTI assessment
• Describes rather than prescribes; it is used to open possibilities,
not limit options
• Your Work Style
• Identifies natural preferences, not skills, abilities, or competencies
• Your Preferences at Work
• Assumes that all preferences are equally important and valuable,
• Your Communication Style
• Your Unique Preference Pattern
• Your Problem-Solving Approach
• Next Steps
and are used by every person
• Is research based and well documented with thousands of
scientific studies
• Is supported by ongoing research
INTERPRETIVE REPORT FOR ORGANIZATIONS
DHRUV PATEL
MYERS-BRIGGS T YPE INDICATOR ® | STEP I ™
ESFP | 3
Your Myers-Briggs® Personality Type
Your answers to the questions on the MBTI assessment
show which preference in each of the four pairs of opposites
you prefer.
Your reported Myers-Briggs personality type
ESFP
Your preferences
Extraversion | Sensing | Feeling | Perceiving
Think of your choices as something like being right- or left-handed. Both hands are valuable and useful, but most people
use their favored hand more often and become more adept with it. In the same way, your type preferences are choices
between equally valuable and useful qualities. Your ESFP results are described below.
THE WAY YOU DIRECT AND RECEIVE ENERGY
Extraversion
People who prefer Extraversion tend to
direct their energy toward the outside
world and get energized by interacting with
people and taking action.
Introversion
People who prefer Introversion tend to
direct their energy toward their inner world
and get energized by reflecting on their
ideas and experiences.
THE WAY YOU TAKE IN INFORMATION
Sensing
People who prefer Sensing tend to take in
information that is real and tangible.
They focus mainly on what they perceive
using the five senses.
Intuition
People who prefer Intuition tend to take
in information by seeing the big picture.
They focus mainly on the patterns and
interrelationships they perceive.
THE WAY YOU DECIDE AND COME TO CONCLUSIONS
Thinking
People who prefer Thinking typically base
their decisions and conclusions on logic,
with accuracy and objective truth
the primary goals.
Feeling
People who prefer Feeling typically base
their decisions and conclusions on personal
and social values, with understanding and
harmony the primary goals.
THE WAY YOU APPROACH THE OUTSIDE WORLD
Judging
People who prefer Judging typically
come to conclusions quickly and want to
move on, and take an organized,
planned approach to the world.
Perceiving
People who prefer Perceiving typically
look for more information before coming
to conclusions and take a spontaneous,
flexible approach to the world.
INTERPRETIVE REPORT FOR ORGANIZATIONS
DHRUV PATEL
MYERS-BRIGGS T YPE INDICATOR ® | STEP I ™
ESFP | 4
ESFP SNAPSHOT
ESFPs are friendly, outgoing, fun-loving, and likable individuals who are
naturally drawn toward others. They like working in groups with other
lively, fast-paced people, and they enjoy offering alternatives based on
common sense.
Adaptable
Enthusiastic
Practical
Casual
Friendly
Sociable
Cooperative
Outgoing
Talkative
Easygoing
Playful
Tolerant
Some of these descriptors may not fit you because you are a unique person. Although most ESFPs have personality
attributes in common, there are still plenty of individual differences among people who share the same four-letter type.
Your MBTI responses also provide a picture of how clearly or consistently you chose your preference in each pair of
opposites. This preference clarity index (pci) is indicated in the graph below. A longer line suggests that you are quite sure
about a preference; a shorter line means that you are less sure about whether that preference truly describes you. Your
preference clarity does not indicate how well developed your preferences are or how well you use them.
CLARITY OF YOUR PREFERENCES: ESFP
VERY
CLEAR
EXTRAVERSION
e
SENSING
s
THINKING
t
JUDGING
j
MODERATE
SLIGHT
MODERATE
CLEAR
VERY
CLEAR
•
I
•
FEELING
•
25
20
EXTRAVERSION | 25
15
10
INTROVERSION
INTUITION
•
30
PCI RESULTS:
CLEAR
5
SENSING | 6
0
5
10
FEELING | 21
15
PERCEIVING
20
25
30
PERCEIVING | 15
Because a variety of influences, such as work responsibilities, family demands, and any number of other pressures, may
have affected the way you answered the MBTI questions, the results you received may not entirely fit you. If that is the
case, work with your Myers-Briggs practitioner, who can assist you in finding the type that fits you best.
INTERPRETIVE REPORT FOR ORGANIZATIONS
MYERS-BRIGGS T YPE INDICATOR ® | STEP I ™
Learning Tip
You’ll do best and be most satisfied if
ESFP | 5
YOUR WORK STYLE: ESFP
What You Contribute at Work — You are likely to
you’re able to work mostly in a style that
Bring energy, enthusiasm, and a spirit of cooperation
suits your natural preferences. If you’re
Present a positive image of the organization
forced to work outside your natural style
Offer action, excitement, and fun
for long periods, you’ll likely find yourself
Link people, information, and resources
more fatigued and less productive as a
Accept and deal with others as they are, even treating them generously
result.
DHRUV PATEL
How You Lead — When leading others, you make an impact by
Promoting goodwill and teamwork
Managing the initial steps of a project
Defusing tense situations by putting people at ease
Making things happen by focusing on immediate problems
Facilitating effective interactions among people
Your Ideal Workplace — You thrive in work settings that
Contain energetic and easygoing people focused on present realities
Are lively and action oriented
Foster a fast pace
Include people who are adaptable and spontaneous
Emphasize being harmonious, friendly, and appreciative
Are upbeat and social
Look attractive and colorful
How You Like to Learn — Learning works best for you when it is
Interactive, with ample time to talk through new information
Practical, with content you can experiment with and use
Potential Pitfalls — Take note when you find yourself
Overemphasizing subjective data in an effort to maintain harmony
Jumping into things without first reflecting on what is at hand
Spending too much time socializing and neglecting tasks
Not always finishing what you start
Success Boosters — You may find it helpful to
Include logical implications in your decision making in order to depersonalize
conflict
Plan ahead when managing work
Balance task and socializing time
Work on project and time management skills
INTERPRETIVE REPORT FOR ORGANIZATIONS
DHRUV PATEL
MYERS-BRIGGS T YPE INDICATOR ® | STEP I ™
Learning Tip
Remember that the MBTI assessment
YOUR PREFERENCES AT WORK: ESFP
EXTRAVERSION — You are likely to
identifies preferences, not skills or
Enjoy participating actively in a variety of tasks
abilities. You may find that you are adept
Become impatient with long, slow jobs
at a number of things that are outside your
Be interested in the activities involved in your work and in seeing how other
people do them
preferences.
Act quickly, sometimes without thinking
There are no “good” or “bad” preferences
Welcome disruptions when working on a task
or “good” or “bad” personality types for
Develop ideas by discussing them with others
any role in an organization. Each person
Want to have people around and work on teams
has something to offer and learn that
enhances his or her contribution.
ESFP | 6
SENSING — You are likely to
Use experience and standard ways to solve problems
Enjoy applying skills you’ve already perfected
Seldom make errors of fact but tend to ignore your inspirations
Prefer to do things you view as practical
Present the details of your work first
Prefer continuation of what is, with fine-tuning
Work step-by-step, accurately estimating the time needed
FEELING — You are likely to
Use values to reach conclusions
Work best in harmony with others, concentrating on the people
Enjoy meeting people’s needs, even in small matters
Let decisions be influenced by your own or others’ likes and dislikes
Be sympathetic and avoid telling people unpleasant things
Look at the underlying values in the situation
Want appreciation throughout the process of working on a task
PERCEIVING — You are likely to
Want flexibility in your work
Enjoy starting tasks and leaving them open for last-minute changes
Want to include as much as possible, deferring needed tasks as long as you can
Prefer to stay open to experiences, not wanting to miss anything
Postpone decisions so you can continue to search for options
Adapt well to change and feel restricted by too much structure
Use lists to remind yourself of possible things to do
Source: Adapted from Myers, I. B. (1962), Introduction to Type® (1st ed.). Mountain View, CA: CPP, Inc. All rights reserved.
INTERPRETIVE REPORT FOR ORGANIZATIONS
DHRUV PATEL
MYERS-BRIGGS T YPE INDICATOR ® | STEP I ™
Learning Tip
Understanding and adapting to
ESFP | 7
YOUR COMMUNICATION STYLE: ESFP
EXTRAVERSION — You tend to
differences in communication style can
Communicate with energy and enthusiasm
enhance your interactions with managers,
Respond quickly without long pauses to think
co-workers, employees, and customers.
Converse about people, things, and ideas in the outside world
Sometimes need to moderate your delivery
Seek opportunities to communicate with groups
Like at least some communication to be face-to-face
In meetings, like talking out loud to build your ideas
SENSING — You tend to
Like evidence (facts, details, and examples) presented first
Want practical and realistic applications shown, with relationships between the
facts clearly explained
Rely on direct experience to provide information and anecdotes
Use an orderly step-by-step approach in conversations
Like suggestions to be straightforward and feasible
Refer to specific examples
In meetings, follow the agenda
FEELING — You tend to
Prefer to be personable and in agreement
Want to know an alternative’s impact on people and values
Be appreciative and accepting of others
Be convinced by personal authenticity
Present points of agreement first
Consider logic and objectivity as secondary data
In meetings, seek involvement with people first
PERCEIVING — You tend to
Be willing to discuss timetables but resist tight deadlines and unchangeable
schedules
Enjoy surprises and adapt to last-minute changes
Expect others to respond to situational requirements
Present your views as tentative and modifiable
Want to hear about options and opportunities
Focus on autonomy and flexibility
In meetings, pay attention to how things are proceeding
Source: Adapted from Kummerow, J. M. (1985), Talking in Type. Gainesville, FL: Center for Applications of Psychological Type.
INTERPRETIVE REPORT FOR ORGANIZATIONS
DHRUV PATEL
MYERS-BRIGGS T YPE INDICATOR ® | STEP I ™
ESFP | 8
Learning Tip
Your Unique Preference Pattern: ESFP
When faced with an issue, you’ll have
The two middle letters of your Myers-Briggs personality type show the two
greatest success if you use all four of the
mental processes that make your type unique.
mental processes. Often people with your
Taking In Information
type use this order to work things out.
SENSING
or
Coming to Conclusions
INTUITION
THINKING
or
FEELING
1 S ENSING
Consider the relevant facts and details
Your two middle letters are S (Sensing) and F (Feeling). As an ESFP, you
devote most of your energy to Sensing and support your Sensing with
2 F EELING
Align with your values
3 T HINKING
Apply logic dispassionately
Feeling. Thinking (T) is less attractive to your type, and therefore you are
less likely to use it. Least preferred and least used of all is Intuition (N). ESFPs
tend to develop Sensing and Feeling during the first half of life, and at
midlife they begin to find Thinking and Intuition more interesting and easier
to use.
4 I NTUITION
Explore creative possibilities for growth
4 INTUITION
1 SENSING
S
Most undeveloped
Used most often and is
best developed
Used in the inner world
Used in the outer world
N
F
3 THINKING
Relatively undeveloped
Used in either world
2 FEELING
T
Supports the #1 process and
is second in development
Used in the inner world
Sensing is your favorite process, the one you use most frequently.
It enables you to leverage your strengths in
Recognizing the pertinent facts
Applying experience to problems
Noticing what needs attention
Keeping track of essentials
Handling problems with realism
If you’re stressed, you may
Become caught in a rut, rehashing the same details
Get stuck, lose common sense, and not see possible ways out
View the future in negative terms
Turn unduly pessimistic
INTERPRETIVE REPORT FOR ORGANIZATIONS
DHRUV PATEL
MYERS-BRIGGS T YPE INDICATOR ® | STEP I ™
ESFP | 9
Learning Tip
Your Problem-Solving Approach: ESFP
To improve your decisions and problem
When you are solving problems, a better solution is likely to result if you use
solving even more, consider the remaining
all four mental processes—Sensing, Intuition, Thinking, and Feeling. This may
preferences at each step along the way.
seem straightforward, but it can be hard to do because people tend to rely
on their favorite and most used processes and skip those parts of problem
Use INTROVERSION to reflect on the
solving that require use of their third and fourth processes. The chart below,
situation and choices
as well as the tips on the left, will help guide you in this approach.
Use EXTRAVERSION to discuss things
before moving on
Use PERCEIVING to keep discussions and
1 SENSING — You are most likely to start with Sensing by asking
How did this problem occur?
What are the verifiable facts?
options open and avoid cutting things off
What exactly is the situation now?
prematurely
What has been done and by whom?
Use JUDGING to draw conclusions and
determine the deadline and schedule
What already exists and works?
2 FEELING — You may then proceed to Feeling and ask
How will the outcome affect the people, process, and organization?
What do I like and dislike about each alternative?
How will others react and respond to the options?
What are the underlying values involved for each choice?
Who is committed to carrying out the solution?
3 THINKING — You are not as likely to ask questions related to Thinking, such as
What are the pros and cons of all the alternatives?
What are the logical consequences of the options?
What are the objective criteria that need to be met?
What are the costs of each choice?
What is the most reasonable course of action?
4 INTUITION — You are least likely to ask questions related to Intuition, such as
What can I interpret from the facts?
What insights and hunches come to mind about this situation?
What would the possibilities be if there were no restrictions?
What other directions/fields can I explore?
What is the problem similar to?
INTERPRETIVE REPORT FOR ORGANIZATIONS
DHRUV PATEL
MYERS-BRIGGS T YPE INDICATOR ® | STEP I ™
ESFP | 10
Learning Tip
Next Steps
Even though you can flex when needed,
Working with your Myers-Briggs practitioner or on your own, consider ways
you’ll contribute most when using your
you can build on your strengths at work.
natural preferences and drawing on your
strengths.
• Identify your top strengths and consider how you’ve used them to
achieve a result you’re proud of. Are there ways you can leverage those
strengths in other areas or situations?
• Next, identify up to three opportunities to boost your effectiveness by
expanding your style. You may want to consider ways to flex your work
style to accomplish a set objective. Think of a colleague whom you like
and respect who clearly demonstrates a preference that differs from
yours. What can you learn from your colleague that might help you adjust
your style? Are there opportunities to use a different communication style
to improve your effectiveness?
Although people of any type can successfully perform any role in an
organization, individuals tend to gravitate toward jobs that fit their preferred
work, learning, and communication styles. Even though people can learn to
flex their type when needed as part of everyday functioning, all of us contribute
more effectively when using our natural styles and drawing on our strengths.
CPP, Inc. | 800.624.1765 | www.cpp.com |
© Full copyright information appears on page 1.
Thomas–Kilmann
Conflict Mode
Instrument
PROFILE AND INTERPRETIVE REPORT
Kenneth W. Thomas and Ralph H. Kilmann
TM
Report prepared for
DHRUV
PATEL
April 8, 2018
CPP, Inc. | 800-624-1765 | www.cpp.com
Thomas-Kilmann Conflict Mode Instrument Profile and Interpretive Report Copyright 2001, 2007 by CPP, Inc. All rights reserved. The TKI logo and the CPP logo are
trademarks or registered trademarks of CPP, Inc., in the United States and other countries.
TKI PROFILE & INTERPRETIVE REPORT
DHRUV PATEL
2
APRIL 8, 2018. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . PAGE
.
The Five Conflict-Handling Modes
COMPETING
ASSERTIVENESS
A S S E RT I V E
The Thomas-Kilmann Conflict Mode Instrument (TKI) assesses an individual’s behavior in conflict
situations—that is, situations in which the concerns of two people appear to be incompatible.
In conflict situations, we can describe a person’s behavior along two basic dimensions*: (1)
assertiveness …
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