If you have not yet completed the MMDI questionnaire, go to:

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1 MMDI REPORT SAMPLES The following pages are samples from each of the MMDI full reports and bonus materials: Personality Type Report, p. 6 Influencing People Using Myers Briggs, p. 86 Careers Report, p. 22 Leadership Report, p. 25 Type Dynamics Report, p. 13 Game Cards, p. 6 OBTAINING A REPORT To obtain an MMDI report based on your results, return to your online report using the same browser and computer. Your results are stored in a cookie. If you have not bookmarked your report page, go to: If you have not yet completed the MMDI questionnaire, go to: OTHER INFORMATION Payment can be made using various methods, including credit card, Paypal account, etc. You can pay in any of the 20 currencies that Paypal accept. If your local currency is not listed, you can still pay using a credit/debit card. Your card provider will perform the currency conversion for you.

2 MMDI Colours C.G. Jung used four colours to illustrate his personality type theory - red, blue, green and yellow - which are used to identify four groups of personality types. Jung also observed that many people do not have a clear personality type, and we have represented this additional group with the colour brown. Your MMDI colour is red. The scores you achieved in the questionnaire for each colour were: Colour Score Overview Personality Types Yellow 52 A yellow personality type tends to focus on innovative ideas, possibilities or the unknown. Green 48 A green personality type tends to focus on reality, tangible things, knowledge or experience. Blue 40 A blue personality type tends to focus on logic, deductive reasoning, truth and justice. Red 60 A red personality tends to focus on values, feelings, compassion and important beliefs. INTJ ENTP INFJ ENFP ISTJ ESTP ISFJ ESFP ISTP ESTJ INTP ENTJ ISFP ESFJ INFP ENFJ Whole Type The four letter codes in the right hand column of the above table were defined by Isabel Briggs Myers, who derived the sixteen personality types from Jung's theory. They are commonly referred to as "whole types" and represent average patterns of behaviour. They can be likened to landmarks that you can use when reading a map to help you to orient yourself and find out where you are. When you identify yourself with a personality type, therefore, you are not saying you are exactly like that type, but rather that it is the closest pattern to your (individual) personality. page 6 / 18

3 The Feeling function is primarily supported by extroverted intuitive perception, That is, intuitive perception is used primarily to manage the outer world of actions and spoken words. This will modify the way that the Feeling is directed, by: focusing the (inner world) Feeling on ideas and possibilities for people looking for meaningful relationships deciding on friendships through insight into their personality and motivation The classic temperament of an INFP is Apollonian, or Choleric, for whom a basic driving force is the search for meaning or purpose. Persuading an INFP Take a style appropriate to the type, as discussed in the chapter on basic interpersonal skills. To turn effective communication into persuasive communication, you should also consider the following points: The main currency of communication should be people's value, abilities and contributions Discuss the positive impact on people, especially where it facilitates insight, growth and development. Include a substantial element of (purposeful) fun in your proposal so that participants will enjoy it. Discuss the positive impact on relationships, building harmony, and ensuring everyone's talents are used Let the INFP discover how your proposal relates to his/her personal values, and therefore has meaning or purpose Avoid conflict during your presentation The INFP may come to conclusions that are not expressed - so ask. You should concentrate on appealing to the INFP's dominant function - introverted Feeling. That is, support the INFP's deeply held values. It is possible to misunderstand the INFP, and believe that the extroverted intuition is paramount (e.g.: he has an important vision towards which he is working, or he is driven by a desire to learn and understand). However, there are some core values that are paramount and may not be articulated that take precedence over the extroverted intuition. The INFP may therefore appear to be adaptable, flexible and inquisitive until the point when his inner values are violated. At this point, the INFP would dig his heels in and surprise everyone at the strength of his stance. It is therefore important to: 86

4 MANAGERIAL Career Group Job Demands The jobs included in this career group are: general manager, operations manager, director, business manager, assistant manager, management consultant, project manager, programme manager and training manager (all detailed later in the report). The first diagram, right, shows the average demands of all these managerial jobs put together. The next diagram (below right) shows the degree of stretch between your profile and managerial careers. Stretch Diagram The red in this stretch diagram suggests this career group may involve: having to impose yourself too much on others, or having to stick too rigidly to procedures (ESTJ segment) having to reorganise and deal with systems and structures too much (ENTJ segment) The blue in the diagram suggests this career group may involve: limited ability to align the work with your values (ISFP segment) insufficient opportunity to work towards your ideal future (INFP segment) MEDICAL Career Group Job Demands The jobs included in this career group are: doctor, physiotherapist, occupational therapist, pharmacist, physician, nurse, registered nurse, staff nurse, midwife and massage therapist (all detailed later in the report). The first diagram, right, shows the average demands of all these medical jobs put together. The next diagram (below right) shows the degree of stretch between your profile and medical careers. page 22 / 48

5 ACADEMIC LEADERSHIP The first radar diagram, right, shows what leadership styles are needed to be a successful leader in academia. Lighter areas indicate greater demand. The second diagram, below, shows what behavioural styles are need to be successful at a staff level in academia. A comparison of these two diagrams shows the type of changes you might experience when moving from staff to leadership in academia. Staff roles It can be seen from the staff diagram that academic work tends to operate at the bottom of the radar and on the inner ring. That is, academic work is mainly concerned with thinking about the unknown, and analysing or developing ideas that work towards a better understanding. The darkest segments are on the vertical axis, which is usually associated with a flexible and unstructured way of working. In contrast, the academic leadership radar shows a much more even balance across the radar although, if anything, the lighter parts are on the horizontal axis This is associated with a structured and organised way of working, which suggests that those moving from staff into leadership may find that there is less opportunity to focus on 'exploring the unknown' and more of a demand on organisational and management skills. Your profile compared The stretch diagram, right, compares your profile with the demands of being a leader. The red suggests that this type of leadership may, for you, involve: having to impose yourself too much on others, or bringing yourself into too much direct conflict with others, or having to be driven by procedures and bureaucracy that limit personal freedom and flexibility The blue in the diagram suggests that this type of leadership may, for you, involve: not having sufficient opportunity to develop a strategic direction or long-term vision, or there being no opportunity to introduce innovative ideas or radical page 25 / 42

6 (even if it means withholding the truth). The MMDI has reported your preferences as being for Feeling. The result is moderately clear, but it is still worth thinking about whether it is correct. As discussed in the previous section, on Sensation and intuition, the orientation, size and position of the functions in your Mental Muscle Diagram can have an impact on how the function is expressed: Introverted Thinking Applies logic to the inner world of ideas/information (e.g.: forming explanations of how things work) Introverted Feeling Focuses on values that are personal or part of being human (e.g.: personal integrity) Extraverted Thinking Applies logic to the outer world of people/things (e.g.: coordinating the work of a team) Extraverted Feeling Focuses on values that are shared with family, friends and society (e.g.: maintaining good relationships) As highlighted in the diagram, below, your Thinking function is more Introverted. This means that you apply your logic to the inner world, analysing ideas or explanations of how things work, and making sure that those ideas are correct and make sense. Also, your Feeling function is again more Introverted. This means that, for you, inner harmony is important, wanting to be able to focus on those things or beliefs that you personally regard as of value or fundamental importance. As Feeling is bigger than Thinking in the diagram, you probably prefer to spend more time dealing with questions of values (and morality) than logic (and objective truth). However, you do both and still have a need for a certain amount of Thinking in order to maintain balance Incidentally, you may have noticed that functions higher in the diagram are lighter and more colourful, and those near the bottom are darker. This is because functions that are lower down tend to be more 'unconscious', and the page 13 / 23

7 Part 2 - Game Cards The Game Cards appear on the following pages. These should be printed and then cut. michelle enjoys adhering to personal values more than building a friendly atmosphere michelle would rather build relationships than focus on what is important michelle enjoys challenging the status quo more than building better relationships michelle would rather show compassion than learn by trial and error michelle enjoys changing things to see what happens more than adhering to personal values michelle would rather focus on what is important than be an agent of change michelle enjoys anticipating the future more than building rapport with others michelle would rather maintain harmony than consider what is not known page 6 / 11