This particular course will be of interest to you if you are completely new to personality types, or you've got a little bit of knowledge about personality types, or you've got a lot of knowledge around personality types and you just want a refresher. Let's have a look at some definitions of personality. The Oxford English Dictionary defines personality as the combination of characteristics or qualities that form an individual's distinctive character. The Encyclopedia of psychology goes a little bit deeper. Personality refers to individual differences in characteristic patterns of thinking, feeling and behavior. personality is a little Little bit broader than behavior, and includes interests, values, attitudes and temperament.

So personality is all about who you are. It's enduring, it's stable, it's less changeable. And it's not always visible. behavior, on the other hand is what you do. It can be temporary. It can be specific to certain circumstances or certain contexts.

And this is what people observe. This is what people see your view. We're not all working with the same level of awareness. A lot of organizations work with personality in different ways. There are many organizations that ignore personality differences. Some recognize that personality differences exist, but they evaluate them negatively or they trivialize them.

Most organizations acknowledge and accept personality differences. Some are moving towards valuing and adapting to personality differences. And some really enlightened organizations integrate and leverage personality differences to the advantage of everybody who works for them, and everybody who works with what is going on within your organization. There are a number of challenges at work where an understanding of personality type will be very useful in teamwork, where there's a lack of team collaboration in conflict where there's open or hidden conflict in change where people are unprepared for change in communication, especially in communication breakdowns, in stress and looking at the cycle of stress and understanding what causes stress in one person, but not in another and in leadership, where sometimes leadership may be misguided. Understanding your own another's personality can be a vital first step in acknowledging differences and working through the challenges. Some people think they are great at reading personality, but this is not open to scrutiny.

The behavioral and personality framework that we'll be looking at was developed originally by Carl young. It's the most widely used framework across the world. It provides a positive universal language of framework where differences can be explored in a positive manner. It's relatively easy to understand, but it has great depth for continued exploration. And there are a wide range of applications. The way in which it should be used is to enhance the awareness of the impact of preferences on others, as well as understanding strengths and blind spots.

It can be used in individual team and organizational applications so it can be very useful in working with and developing teams. It also has a very good place in leadership development. It enables leaders to be able to understand flex and adapt their style according to the needs of the individuals that they're working with. It emphasizes the value of true leadership and can be applied across a whole range of leadership challenges. Here is an example of how the framework can be applied. Serve groups of people are asked what would you like to be appreciated or recognized for?

Some people will say that they want to be appreciated and recognized for what they've done their competence, and they want it to be based on their outcomes, whilst another group will say that they want to be appreciated and recognized for how they've done it, the impacts that they have on others and the contribution that they've made. And another question would be, how do you like to be appreciated or recognized, one group might respond that they would like to be appreciated or recognized by someone who they respect by their tangible outcomes and by giving them extra responsibility. Whilst other people in the other group are likely to say that they would like to be appreciated and recognized by anyone whom they've impacted, they like personal things. They also like genuine tokens or gestures of thanks. If asked during a project when they would like to be appreciated or recognized, one group of people would say, at the end of the project, whilst another group would say at regular intervals throughout, there's no right or wrong in any of these approaches.

They're just different preferences. And those of you that know and understand the framework will recognize that this is an expression of the thinking preference and the feeling preference. Those of you who are not familiar with this, you'll find out more as you work through the course.