EDCO 267 – Fall 2015 Practicum in Lifespan and

Career Development 

Shawn OgimachiMBTI® Certified Practitioner #13086

shogimac@cabrillo.edu

QuizStrongPractice ExerciseMBTIPractice ExerciseLesson PlanLab Counseling

Draw Holland’s Hexagon, describe each type

Give an example of congruence and consistency according to Holland’s Theory

What is differentiation?

Name and describe two scales from the Strong Interest Inventory

Quiz

Class exerciseClass exercise

Groups of fourDetermine and share your on EDCO 4

client’s presenting issueYour client’s expectationWhat went wellAreas of concern

Profiles inborn preferences

Genetic Imprints

Profiles socialized interests

What we experience

Interpreted normatively

MBTI Strong

• Sorts preferences

• Indicates clarity

MBTI does not measure degrees or amounts

The Strong makes two types of comparisons:

How much?

How similar?

MBTI Strong

Strong Interest Inventory®Strong Interest Inventory®

Measures

INTEREST

Assumptions of StrongAssumptions of Strong

The single best predictor of Career Satisfaction is an individual’s interest

People should do work that they enjoy

With motivation and education, humans can learn and prepare for almost any job

Revisions to the Strong Interest Revisions to the Strong Interest Inventory ®Inventory ®

EK Strong was a Stanford Professor in the 1920’s and 1930s

He is perhaps the first Career Theorist to say that people should choose a career that they “Like”

Professor Strong develops the Occupational Scales that become the foundation of the instrument

The Strong offers:The Strong offers:

Focus on business and technology careers and the key skills required to work successfully in teams

More precise 5-point answer format to help clients

pinpoint the most satisfying career, educational, and leisure choices

New Basic Interest Scales—the most extensive revision since their creation in 1968—including the fast-growing fields of Computer Hardware & Electronics, Marketing & Advertising, and Finance & Investing (30 scales)

New and revised Occupational Scales, including Computer & IS Manager, Network Administrator, Financial Manager, and ESL Instructor

IntroductionIntroduction

Profile Section, page 1

Benefits to the userOrganization of the profile

2004 Changes – Visual Introduction

General Occupational ThemesGeneral Occupational Themes

Profile Section 1, page 2

Six broad interest patterns used to describe personalities and work environments

2004 Changes – • 1. Rank ordered from highest to lowest• 2. Descriptions include interests, work

activities, potential skills, values

Basic Interest ScalesBasic Interest Scales

Profile Section 230 specific interests that relate to work,

leisure, and educational activities

2004 Changes – 1. 10 new scales2. 7 updated scales3. Rank order by RIASEC

Occupational ScalesOccupational Scales

Profile Section 3

Indicate similarity to satisfied workers in 130 occupations

2004 Changes – 1. Rank ordered by RIASEC2. 48 new occupational samples3. Single gender

Personal Style ScalesPersonal Style Scales

Profile Section 4

Describe five different ways of working and learning

2004 Changes – 1. Addition of Team Orientation Scale2. Risk Taking scale modified to de-

emphasize adventure

Profile SummaryProfile Summary

Profile Section Overview of previous sectionsAdministrative scales to determine validity of results2004 Changes – 1. Five response items to 291 options2. Validity cut off at 2763. Typicality Index (TI) replaces Infrequent

Response Index (IR)4. TI identifies atypical response patterns

Typicality IndexTypicality Index

Alerts counselors to unusual combinations of client responses

Instrument will say “combination of item responses appear consistent” if 17 of 24 item pairs were consistent

Instrument will say “combination of item responses appears inconsistent” if less 17 of the 24 item pairs are inconsistent

Activity

DyadsExplain and Introduce the Occupational Themes

Explain and review the Basic Interest Scales

Explain the Occupational Scales

Follow the handout

MBTI Type TheoryMBTI Type Theory Based on Jung work Psychological Types (1921/1971)

As interpreted by Isabel Myers and Katherine Briggs

Types not Traits

The object of MBTI is to ascertain the four categories to which the respondent belongs

Polarity or Dichotomy is the assessment method

MBTI

Measures personality preference and clarity of preference

Based on these four preferences, MBTI predicts one of sixteen Jungian types

Counselors work with clients to “verify” their “type”.

Uses of the Myers‑Briggs Type Uses of the Myers‑Briggs Type IndicatorIndicator

Determine your life's mission

Organizational

Establish an educational and occupational path which provides interest, enjoyment, and satisfaction,

Learn to relate other important people in your lives

(mates, families, employers, colleagues)

Most importantly help you understand yourself.

Underlying Assumptions of MBTIUnderlying Assumptions of MBTI

“True Preferences” actually exist

Persons can give an indication of the preferences that combine to form type

The preferences are dichotomized, and the two poles of a preference are equally valuable

The Four DichotomiesThe Four Dichotomies Extraversion v Introversion

Sensing v iNtuition

Thinking v Feeling

Judging v Perceiving

Energizing-Energizing-Where youWhere you focus your attentionfocus your attention

Gets energy by interacting with people

Likes information from others or outside resources

Prefers having others around when working

Learns best through outside interactions

Gets energy by introspective reflection

Likes to think things over independently

Prefers working alone to complete tasks

Learns best by independent analysis

Extroversion (E)“Talk to me”

Introversion (I)

“I’ve got to think about this”

Perception - Perception - How you gather informationHow you gather information

• Likes to have all the facts and details before forming opinions

• Likes to process information sequentially from beginning to end in work and learning

• Enjoys using all their senses for work or learning

• Likes being grounded in the here and now

Sensing (S)“I need the relevant facts and data”

iNtuition (N)

“I can see the big picture”

• Doesn’t like to get bogged down in the details

• Can easily see the relationships between ideas and concepts to form opinions

• Jumps around to different tasks or ideas to process information when learning or working

• Enjoys looking at the “what if” possibilities in work or learning

Judgment - Judgment - How you make decisionsHow you make decisions

• Makes logical decisions based on evidence at hand through systemized analysis

• May appear “cold” or “aloof” in learning or work environments when discussing people

• Likes interaction to be rational and objective

• Makes plans using impersonal logic

Thinking (T)“I only use logic”

• Has concerns that decisions may affect others negatively or cause discomfort

• Is sensitive to others in the group or workplace and how they will react

• Comfortable discussing the social implications of actions or performance

• Likes a supportive, pleasant work or learning environment

Feeling (F)“I am concerned how

others will react”

Living - Living - How you lead your lifeHow you lead your life

• Likes things done in a precise manner and order according to detailed plans

• Is punctual and prefers clearly defined work hours

• Task oriented, moving sequentially from one to another, on time

• Like unambiguous requirements and objectives

Judging (J)“I need to get it done now”

• Takes things as they come and enjoys deviating from the plan

• Is not a slave to the clock and enjoys coming and going freely

• Can start projects but lacks the follow-through to completion, often running up against deadlines

• Easily distracted

Perceiving (P)“I want to look at all of my options first”

Practice Exercise

Dyads – Counselor, Client

Spend three minutes interviewing, using open ended questions to MBTI “preferences”

Debrief after three minutes– list useful questions

Change roles and repeat

Perceiving and Judging

Two ways to Perceive: Sensing and iNtuition

Two ways of judging: Thinking and Feeling

Combinations of Perceiving and Judging

Sensing and ThinkingSensing and FeelingiNtuition and FeelingiNtuition and Thinking

Sensing and Thinking

Likely to focus on facts that are verified by observation

Would like to see or hear what has happened

Tend to use rational decision making based on informationthey acquire from literature and informational interviews incareer selection

Occupations that require the analysis of facts

Law, business, management, accounting, auditing

Sensing and Feeling

Make decisions based on feeling

Interested in observing people rather than objects

Careers involving people and helping

Career decisions made by looking at people and occupations and awareness of how they will feelabout performing the work

Social work, teaching children, medical and social work

iNtuition and Feeling

Concern about future possibilities

Feeling is personal, warm, inspired

Use creative approaches to meeting human needs, less concerned about objects

Likely to use hunches in career decision making

Clergy, teaching, advertising, social service

iNtuition and Thinking

Enjoy problem solving, particularly those of a theoretical nature

Make decisions based on projections and hunches about the future

See themselves in the future and think about opportunities

Scientific research, computing, business, financial

Dominant and Auxiliary ProcessesFor Extraverts J or P indicates the dominant process

if P then Sensing or iNtuitive is dominantand Thinking or Feeling is auxiliary

if J then Thinking or Feeling is dominantand Sensing or iNtuitive is auxiliary

For Introverts the J or P indicates the auxiliary function

if P then Sensing or iNtuitive is auxiliaryand Thinking or Feeling is dominant

if J then Thinking or Feeling is auxiliary and Sensing or iNtuitive is dominant

EDCO 267 – Fall 2015Practicum in Lifespan and

Career Development 

Shawn OgimachiMBTI® Certified Practitioner #13086

shogimac@cabrillo.

Ending SlideEnding Slide