Exceptional Veterinary Team

Learning Objectives
MBTI Module 4:
MBTI Type & Client Communication
Course Description
Client communication and creating a flexible communication style
suited to handle all MBTI personality preferences can have a positive
effect on the practice team. Effective communication requires good
working knowledge of personality types, full understanding of your
own type, and how to communicate with others.
Module 4 will explore ways to connect with clients by using the
knowledge gained from modules 1–3. You can do this by understanding
the differences between yourself and others and applying what you know
about preferred communication techniques from each type.
Learning Objectives
Learn how to use an understanding of individual MBTI preferences
to improve client communication:
✦ Identify your preferred style.
✦ Tune in to others’ styles and needs by noticing clues that reveal their
personality preferences.
✦ Adjust your communication preferences to fit the needs of others.
Learn about the effective 4-stage model for doctor–client and
staff–client communication:
✦ In stage 1, understand how to effectively initiate interaction based
on the client’s preference for extraversion or introversion.
✦ In stages 2 and 3, investigate the needs of the client and suggest
action based on the client’s style for both sensing or intuition and
thinking or feeling.
✦ In stage 4, learn about closure and if a client needs a swift conclusion
or would rather discuss options.
✦ Explore the challenge of being flexible with your own style.
Learn how your applied knowledge of MBTI type can encourage
and guarantee satisfaction and adherence from clients:
✦ Understand that through flexibility with your own type, clients are
more likely to adhere to your advice and guidelines discussed about
the necessary care for a pet.
✦ Practice using the model indicated in the chapter.
✦ Consider making lists or write down helpful tips about each type to
remember how to influence your clients most effectively.
✦ Learn how to ask the client revealing questions for each type to gauge
how to handle the subject.
Once you learn about how to apply the MBTI type preferences, you can
teach your staff to understand the types and how to effectively com-
municate with clients for a more positive experience in your practice.
Don’t forget to ask the client in the case of a potential confrontation or
misunderstanding. Clarifying what someone means when they say or
do something confusing will influence the way you communicate in the
future by revealing more about the client personality preference.
Understanding
Preferences19 20 Client
Communication 21 Benefits of
Model 22 References
Course Content
Part 18: Personality types and communication
Identify your preferred style
✦ Determine how you prefer to get energized, take
in information, make decisions, and approach life.
Part 19: Tune In to the Other Person
Understanding other’s personality types
✦ Notice the way in which the other person talks
and determine whether they are extroverted or
introverted.
✦ Understand the kinds of questions the client is
asking.
✦ Sense what the client wants from you and what
criteria they use to make decisions.
✦ See how quickly the client wants to make a
decision.
Part 20: Adjust Your Approach
Learn to be flexible in your style of communication
✦ Based on what you learn from the client, learn to
communicate with all personality types, including
ones that match and do not match your own.
✦ Use the four stages of client communication as a
model for effective doctor–client and staff–client
communication.
✦ Learn to connect with clients with different types
to more effectively understand what they want
and how you get be flexible to give them what they
need.
✦ Understand the challenges of flexing your own
type and develop skills to overcome that.
Part 21: Adherence—Encouraging clients to follow
your clinical recommendations
Meet the goal to communication with clients to
promote an informed decision about what is best for
the pet.
✦ Communicate information in such a way for each
preferred style that clients are more likely to ad-
here to recommendations.
✦ When doubtful of how to understand a client’s
needs, ask questions to understand what they need
from you and how you can more efficiently present
information.
✦ Clarify information for clients and for yourself
by asking if you interpreted their point of view
correctly.
Required materials • Required course content is online.
Optional and recommended • Take the MBTI online

MBTI Type Client Communication
By Jeff Thoren, DVM, ACC
Does this sound familiar? The majority of client complaints
received in the typical veterinary practice are related to ineffec-
tive communication skills, not a lack of clinical competence.
What often lingers in the clients’ mind long after their visit to
your hospital is not what you did— however skilled—but what
was said and how it was said.
When doctor–client or staff–client communication goes awry,
there’s more at stake than dissatisfaction. The client may not
follow through with necessary medical treatment or may not
fully understand the importance of your clinical recommenda-
tions, therefore opting against providing their pet with the care
it needs. In either case, the pet’s health and the integrity of the
human–animal bond are put at risk.
Personality differences between veterinarians, staff members, and
clients may be one of the factors that lead to these breakdowns
in communication. If two individuals involved in an interaction
differ significantly in their personality preferences, they are likely
to be talking on different wavelengths, resulting in potential
misunderstandings unless there is some adjustment or “flexing”
of style on someone’s part.
Therefore, effective communication in veterinary medicine
requires that your entire health care team make a concerted
effort to tune in to your clients and adjust your individual styles
to assure that you arrive at mutual decisions that are truly in the
best interest of the client and patient.
“I’m sure the doctor is brilliant, but
after leaving my appointment, I was still
unclear about what exactly was wrong
with my dog and what needed to be done.
I just remember being shocked by how
much it was all going to cost!”
“An understanding of psychological type can greatly improve the quality of communication between
two people. If we can understand and value different approaches, we may unlock qualities in both
ourselves and the other person which will allow us to work more effectively and creatively together.”
—Judy Allen and Susan A. Brock
In this module, we’ll explore ways that you
can better connect with your clients by apply-
ing your knowledge of the Myers-Briggs Type
Indicator (MBTI) framework. Specifically,
you will:
1. Learn how to use an understanding of each
individual MBTI preferences to improve client
communication.
2. Discover a four-stage model for effective
doctor–client and staff–client communication
that revisits the MBTI Function Pairs learned
about in Module 3.
3. Consider the potential relationship between
effective client communication and your
ability to encourage clients to follow your
clinical recommendations (ie, to improve
client adherence or compliance).
Understanding
Model 22 References

There are three simple steps involved in utilizing the eight
MBTI preferences to improve your communication with others:
1. Identify your own preferred style of communication.
2. Tune in to the other person’s preferred style or current needs.
3. Adjust your approach, if necessary, to match those needs.
As you communicate with clients, it is
important to remember that they may have differ-
ent preferences than you in the way they take in and
evaluate information and the way they are oriented
to the world around them. Don’t assume that
people want to hear what you have to say in the way
you want to say it. Effective communication means
presenting different kinds and amounts of informa-
tion in different ways.
For example, calm, reasonable communications
attract some types (people who prefer Introversion)
while others are drawn toward enthusiasm (people
who prefer Extraversion). People who prefer to
take in practical information (Sensing types) like
to hear facts and step-by-step procedures relevant
to their current situation. Alternatively, those who
prefer Intuition (Intuitive types) need to hear an
overview of the information before the facts will
become relevant to them. Some people are drawn
to personal stories (Feeling types) while others want
to be convinced by logic (Thinking types). Some
want conclusions and a focus on “how to,” (Judging
types) while others are drawn to explore options and
consider possibilities (Perceiving types).
19 Understanding MBTI Preferences
to Improve Communication
Extraversion (E)
People who prefer extraversion tend to focus on the
outside world and get energy through interacting with
people and doing things.
Related behaviors:
◆ Rapid speech.
◆ Appears to “think out loud,” talk things out.
◆ Interrupts.
◆ Louder voice volume.
Identify Your Preferred Style
Your preferred style of communication will be reflected by your MBTI type, also referred to as your personality type.
Four of the eight preferences below (E or I, S or N, T or F, J or P) make up your MBTI type. As you communicate using
your type preferences, you naturally exhibit specific communication-related behaviors associated with each preference.
The Eight MBTI Preferences
Introversion (I)
People who prefer introversion tend to focus on the in-
ner world and get energy through reflecting on infor-
mation, ideas and/or concepts.
Related behaviors:
◆ Pauses in answering or giving information.
◆ Appears to be thinking things through.
◆ Quieter voice volume.
◆ Shorter sentences, not run-on.
How You Prefer to Get Energized
Let’s look at each step in a little more detail...
Understanding
Model 22 References

How you Prefer to Take In Information
Intuition (N)
People who prefer intuition tend to pay attention to and
trust interrelationships, theories, and future possibilities.
They are drawn to the big picture.
Related behaviors:
◆ Asks for the purpose of an action.
◆ Asks for current and long-range implications.
◆ Asks “why” questions.
◆ Talks in general terms and possibilities.
How You Prefer to Make Decisions
How You Prefer to Approach Life
Perceiving (P)
People who prefer perceiving tend to adopt a more
spontaneous approach to life and are flexible, adaptable,
and like to keep their options open.
Related behaviors:
◆ Seems to want “space” to make own decisions.
◆ The tone is “let’s explore, what are some more
factors to consider?”
◆ May decide at the “last moment.”
◆ Enjoys processing.
Feeling (F)
People who prefer feeling tend to make decisions to
create harmony by applying person-centered values.
They focus on the impact on people.
Related behaviors:
◆ Strives for harmony in the interaction.
◆ May talk about “values.”
◆ Asks how others have acted or resolved the situation.
◆ Matters to them whether others have been taken
into account.
Sensing (S)
People who prefer sensing tend to notice and trust facts,
details, and present realities. They like to take in infor-
mation through the five senses.
Related behaviors:
◆ Asks for step-by-step information or instruction.
◆ Asks about the present situation.
◆ Asks “what” and “how” questions.
◆ Uses precise descriptions.
Thinking (T)
People who prefer thinking tend to make decisions using
impartial, logical, and objective analysis. They focus on
the logical implications.
Related behaviors:
◆ Appears to be “testing you” or your knowledge.
◆ Weighs the “objective” evidence.
◆ Not impressed by what others decide.
◆ Conversations follow a pattern of checking logic,
“if this, then that.”

Judging (J)
People who prefer judging tend to like a planned
approach to life and are organized, orderly, structured,
and decisive. They want closure.
Related behaviors:
◆ Impatient with overly long descrip-
tions, procedures.
◆ The tone is “hurry up, I want to
make this decision.”
◆ May make decisions prema-
turely.
◆ Enjoys being “done.”

Recalling the team at the hypothetical
River City Veterinary Hospital referred to
in Modules 2 and 3, you may remember
that one of the veterinary technicians,
Isabel, had an MBTI type preference of
ISFJ. Another staff member, Paul, had a
preference for ENTP.
Isabel, then, would generally communicate in a thought-
ful and succinct manner with an emphasis on specific facts
and details, paying particular attention to the impact on
others. By contrast, someone with the exact opposite type,
like Paul, would be more comfortable processing things
out loud, talking about future possibilities, and evaluating
multiple options using logical analysis.
Once again, remember that we use all eight of the MBTI
preferences so, depending on the context, Isabel (the
ISFJ) would be perfectly capable of using Paul’s ENTP’s
communication style. Similarly, Paul (the ENTP) could
also choose to communicate more like Isabel, using an
ISFJ style. However, in reality, some preferences are more
comfortable than others and both Isabel and Paul are more
likely to behave using a style that’s more consistent with
their actual MBTI type.
So, what’s your preferred style of communication? For each
of the dichotomies above (E/I, S/N, T/F, J/P), which of the
behaviors listed do you naturally and consistently express?
You can record your preferred style here:
Extraversion (E) Introversion (I)
Focus: Talk it out Focus: Think it through
Motto: “Let’s talk this over.” Motto: “I need to think about this.”

Sensing (S) Intuition (N)
Focus: Specifics Focus: Big picture
Motto: “Just the facts, please.” Motto: “I can see it all now.”

Thinking (T) Feeling (F)
Focus: Logical implications Focus: Impact on people
Motto: “Is this logical?” Motto: “Will anyone be hurt?”
Judging (J) Perceiving (P)
Focus: Joy of closure Focus: Joy of processing
Motto: “Just do something.” Motto: “Let’s wait and see.”
If you’re still not sure, observe yourself in action over the next week or two. At least once a day,
reflect back over the various interactions you’ve participated in and determine which of the
behaviors listed above best describe you.

Tune In
to the Other Person
Personality type will impact the effectiveness of communication
between many types of people. However, the greater the perceived
“inequality” in a relationship (such as when one person perceives the other to
wield more power or authority), the less likely it is that the “weaker” of the two
will demand the kind of information and attitude that they need. This is commonly
seen in the exam room where clients look up to the doctor and medical staff and
may be hesitant to ask for what they really need in the way of communication.
This makes it all the more important that you tune into your clients’ communication
needs. Most of the time this will mean talking with clients in a manner consistent with
their preferred communication style, not yours.
Now that you’ve identified your own style, here are some questions that will help you tune
into other people’s preferred styles or needs in the moment. For better communication,
learn to pick up and respond to the personality type cues that other people are exhibiting.
2
1What do you notice about the way
the other person is talking?
Extraverts tend to talk relatively quickly and to think out
loud, while Introverts tend to be more sparing in their
speech and to pause before answering questions.
✱ Cues that you are talking to someone who prefers
Extraversion: Eye contact is usually direct and intense;
may not review advance materials and, even if he or she
did, still wants to “hear it from the horse’s mouth”; partici-
pates freely in conversation and discussions with different
team members; may interrupt others frequently; may be
challenged by listening skills; interacts with others while in
the waiting area.
✱ Cues that you are talking to someone who prefers
Introversion: Eye contact may be infrequent; will probably
have studied any advance materials and come prepared
having completed any required paperwork; may pause
before they react to a comment; may prefer a one-on-one
relationship with a single doctor in the practice; waits
quietly for his or her appointment, perhaps reading
available literature.
What kinds of questions is he or
she asking?
Clients preferring Sensing are more likely to ask for
details and want step-by-step explanations. Clients
preferring Intuition are more likely to want to under-
stand the broad implications for the future.
Here are some additional cues to watch for related to
Sensing and Intuition:
✱ Cues you are talking to someone who prefers Sensing:
May ask LOTS of detailed questions; asks for facts, con-
crete examples, and about your experience; uses words like
“facts,” “statistics,” “history,” “experience,” etc; may appear
resistant to change; takes a sequential approach to gather-
ing and processing information.
✱ Cues you are talking to someone who prefers Intuition:
Seems frustrated or bored by detail if there is no “big pic-
ture”; may have difficulty explaining “how they know what
they know”; wants to start with “cosmic significance” then
move to detail; becomes irritated at detailed questions; uses
words like “gut,” “hunch,” “intuition,” etc.

4
Flex Your Approach
Being aware of type provides a useful framework for recognizing your own individual preferences and also points to
specific strategies for effective communication with others. Although it can sometimes be challenging to communicate
even with clients who share type preferences that are similar to your own, the real challenge comes when a client’s
preferred communication style differs significantly from yours. It’s at these times that having the ability to adjust to
meet the client’s needs and “speak their language” can make all the difference.
Here are some communication strategies to use when you want to “flex”
your own style to connect with clients with differing type preferences:
Communicating with Extraverted Clients
“Let’s talk this over.”
❖ Project energy and enthusiasm.
❖ Use nonverbal behavior effectively (eg, lean forward,
nod, smile, and maintain eye contact).
❖ Respond immediately to questions, comments, etc.
3What criteria is he or she using for
making decisions?
What do you sense he or she wants from you as a human
being? In decision-making, clients with a preference for
Thinking naturally lean toward logic, cause and effect
reasoning, and objective evidence. They also tend to
prefer an objective, impersonal approach and may be
irritated by what they see as being too “touchy-feely.”
Clients preferring Feeling will favor the implications
for themselves and those close to them when making
decisions and will tend to want some kind of personal
connection. They will also value attempts to under-
stand how they are feeling.
Here are some additional cues to watch for related to
Thinking and Feeling:
✱ Cues you are talking to someone who prefers
Thinking: Asks about the logic of your recommendations
and decisions; can appear distant; wants to be clear about
your policies and procedures; uses words like “logical,”
“fair,” “defensible,” etc; has relatively low need for praise
and/or acknowledgement; uses phrases like “I think,” or
“that makes/doesn’t make sense.”
✱ Cues you are talking to someone who prefers
Feeling: May have a “soft” quality to eye contact; inter-
ested in honoring other people’s values and priorities; may
be uncomfortable around and avoid conflict; conveys an
interpersonal warmth that draws others; uses phrases like
“my feeling is” or “I feel that…”
How quickly does he or she
want to make a decision?
Clients who prefer Judging are
more comfortable when
everything is decided, will
tend to decide quickly, and
focus more on the out-
come. Those who prefer
Perceiving are likely to ask
for more information, be
reluctant to decide, may
change their minds, and are
more interested in the process.
Here are some additional cues
to watch for related to Judging
and Perceiving:
✱ Cues you are talking to
someone who prefers Judging:
Expresses concern over schedules,
timetables, and follow-through; wants to know who will be
doing what; may rush to make decisions; becomes frustrated
if things begin or end late; will learn from your experience
and advice; communicates update information frequently;
wants things planned.
✱ Cues you are talking to someone who prefers Perceiv-
ing: Relatively unconcerned about when things start and
end; wants to defer decisions; wants to explore every possible
option and gather more and more information; seems to
prefer talking to action or “doing;” will learn from doing
things on their own; communicates on a need-to-know basis.
❖ Emphasize action.
❖ Allow plenty of discussion time for “thinking out loud”
and to help get past any initial resistance to an idea.

Communicating with Introverted Clients
“I need to think about this.”
❖ Allow them advance notice and time for prior
thought if possible.
❖ Don’t expect an immediate reaction—give them time
to reflect and consider things.
❖ Practice active listening skills.
❖ Don’t be unnerved by pauses before they respond to
something you say or ask. Above all, resist the urge
to interrupt them, to rush in while they are pausing,
or to complete their sentences.
❖ Think before speaking or let them know that you are
thinking out loud.
Communicating with Sensing Types
“Just the facts, please.”
❖ Go into detail, give plenty of facts and evidence, and
don’t skip over things.
❖ Begin with an explicit statement of the problem or issue
and have a definite plan of action.
❖ Emphasize tangible results (especially near-term as
opposed to far in the future).
❖ Don’t become frustrated or see it as resistance when they
ask lots of questions and want lots of detail.
❖ Remember that errors of fact will destroy your credibility.
Communicating with Intuitive Types
“I can see it all now.”
❖ State the main idea first—know what your main point is.
❖ Begin with the big picture, then proceed to the details.
❖ Get their attention with the broad implications and long-
term possibilities.
❖ Emphasize concepts and general ideas and avoid getting
bogged down in too many details.
❖ Discuss any novel, unusual, or innovative approaches that
could be considered.
Communicating with Thinking Types
“Is this logical?”
❖ Get straight to the point; be as brief and concise as you
can and support your recommendations with logical
reasoning and clear thinking.
❖ Focus on clear goals and objectives and demonstrate your
competence.
❖ Present advantages and disadvantages, including all
known pros and cons.
❖ Use logical, not emotional, arguments; play to the head,
not the heart.
❖ Demonstrate how your clinical judgment is consistent
with similar cases and show the fairness and even-hand-
edness of your policies and procedures.
Communicate with Feeling Types
“Will anyone be hurt?”
❖ Take time to get to know them and develop rapport.
They will be most amenable to guidance and influence
if they like you as a person.
❖ Use personal anecdotes and examples, and let them know
some personal details about you.
❖ Avoid critiquing and evaluating when you are listening.
❖ Include their needs and values as criteria in making
recommendations.
❖ Remember that you cannot “logic them into
submission.”
Communicating with Judging Types
“Just do something.”
❖ Be prompt and punctual.
❖ Be sure you are well-organized in your presentation; let
them know your plan, and follow it; be sure to begin at
the beginning and end at the end.
❖ Be decisive, not wishy-washy; draw conclusions.
❖ Emphasize schedules, deadlines, and timetables (but
remember you will be held to them).
❖ Follow through on your commitments or you will
lose credibility.
To Communicate with Perceiving Types
“Let’s wait and see.”
❖ Present things in tentative, modifiable form; present
options. Let them draw the conclusions.
❖ Avoid deadlines if possible, and don’t press them for an
immediate decision unless absolutely necessary.
❖ Follow up, since they are not always proactive with
updates and may need a gentle nudge once they’ve had
plenty of time to make up their minds.
❖ Be flexible—listen for new information and be prepared
to change your plan if warranted.
❖ Remember that they lose interest if they are simply
“talked at” and aren’t involved.

20 Four Stages of Client
Communication
A model for
effective doctor–client and
staff–client communication
According to MBTI estimates provided by the
Center for Applications of Psychological Type,
45%–53% of the general U.S. population prefer
Extraversion, while 47%–55% prefer Introversion.
At the start of the interaction, the preferences that likely
make the most difference are Extraversion and Introver-
sion. Extraverts tend to talk first, while Introverts are
more likely to listen.
Clients are likely to be most at ease when they feel the
health care practitioner is tuned in to them on this dimen-
sion. Similar to the tips outlined in the previous “Adjust
Your Approach” section, here are some communication
strategies to try during this stage of the interaction:
If your client prefers Extraversion
✦ In your own way, show energy and animation in your
face, voice, and body.
✦ Allow enough time for the client to talk it out.
✦ Ask open-ended questions, then listen for and
summarize the main points as they emerge.
If your client prefers Introversion
✦ Use calm body movements.
✦ Allow for and use a slower verbal pace to allow for the
client to think things through.
✦ Listen after asking a question and don’t fill the pauses.
Stages 2 3: Investigating Needs and
Suggesting Action
As the exchange proceeds, the client will show a preference
for how information is taken in and how decisions are made.
Sensing and Intuition are the preferences used for taking in
information. Some patients want facts and specifics (Sensing).
Others want to know the wider options and possibilities
(Intuition). Thinking and Feeling are the preferences used
for making decisions. Clients with a preference for Thinking
may first weigh the logical options, while those with a
Feeling preference may first consider the personal impact
of decisions.
How clients prefer others to communicate with them during
stages 2 and 3 depends most on their particular combination
of function pairs—Sensing/Intuition and Thinking/Feeling.
The function pairs—ST, SF, NF, and NT—are aptly named
because they say so much about how people prefer to func-
tion in life. They also play a key role in determining the
focus of the information and how we interact when commu-
nicating. On the other hand, the Extraversion/Introversion
and the Judging/Perceiving dimensions affect the pace of the
interaction and the approach to concluding it.
Understanding
Model 22 References
As we’ve seen, to be effective with their clients, veterinary
practitioners and health care team members must first discover
their own preferred style of communication. Next, they need
to determine what their patients prefer. Then, they adjust their
approach, if necessary, to match those client preferences.
This three-step approach can be readily applied at each
stage of a model for health care communication
developed by Judy Allen and Susan A. Brock.
According to Allen and Brock, what transpires
during doctor-client and staff-client communication
can be analyzed as a four-stage process:
1. Initiating the interaction
2. Investigating needs
3. Suggesting action
4. Next steps or closing.
Let’s look at each of the stages …
Stage 1: Initiating the Interaction

Communication
For a review of the four MBTI function
pairs, how they affect practice team
dynamics, and tips for communicating with
colleagues and coworkers with differing
function pairs, refer to section 16 in MBTI
“Type and Teams” Module 3.
How Can You Identify Clients with
Preferences for ST, SF, NF, and NT?
What do each of these preference pairs looks like? Here are
some behavior cues to watch for that can tip you off to your
client’s preferred way of gathering information and making
decisions.
Also included is the estimated prevalence of each of the
functional pairs in the U.S. population,which provides
interesting insight into the preferences that clients
are most likely to display.
ST
Specifics/Logical Implications
(estimated 30% of the U.S. population)
✢ Values factual information
✢ Gives the facts in a logical order
✢ Has a practical, “let’s get the task done” approach
✢ Interested in tried and trusted methods with data-back-up
✢ How they might prefer to hear bad news:
-“I don’t want to hear all sorts of irrelevant stuff, I just want the
straightforward facts, no fuzzy prelude.”
-“When my last pet died, they kept asking me how I felt. It felt
intrusive and wasn’t helpful. Please don’t expect me to open up
before I know you are trustworthy.”
NF
Big Picture/Impact on People
(estimated to be 17% of the U.S. population)
✢ Sees their situation as unique
✢ Needs to be valued as a person
✢ Interested in new methods of treatment and perhaps
non-traditional approaches
✢ How they might prefer to hear bad news :
-“I hated being treated like a number, just another person
with a sick cat. I really wanted to have more time to talk about
different treatment options.”
-“I immediately thought of my family, especially the kids, and
how they would take the news.”
SF
Specifics/Impact on People
(estimated 43% of the U.S. population)
✢ Seeks personalized service, a caring relationship
✢ Asks for facts rather than theory
✢ Wants a warm and friendly approach
✢ Interested in whatever worked for others
-“The blunt way the doctor broke the news made it so much
worse to bear; what helped was how the technician actually
related to me as a person.”
-“The worst thing was hearing the news alone, I wished my
partner was with me. But it really helped me to have the
doctor’s full concentration, and not to be hurried so I could
get all my questions answered.”
NT
Big Picture/Logical Implications
(estimated to be 10% of the U.S. population)
✢ Asks for logical options
✢ Tests the health care providers competence
✢ Interested in cutting-edge methods
- “I just wanted the truth, an understanding of the whole
situation, the prognosis and what options there are.”
- “If I have a serious decision to make that might affect my pet’s
life, I want to be sure I am dealing with someone who knows
what is going on, not an amateur.”

Communication
According to MBTI estimates provided by the
Center for Applications of Psychological Type:
✶ 66% to 74% of the general U.S. population prefers
Sensing, while 26%–34% prefers Intuition
✶ 40% to 50% of people prefer Thinking, while 50%
to 60% prefer Feeling.
Note that the Thinking/Feeling dichotomy is the only
MBTI preference pair where a significant gender bias is
evident. While 65% to 76% of females prefer Feeling, only
33% to 45% of males assess with a Feeling preference.
So, the data suggest that, if veterinary clients are simply a
subset of the general U.S. population, then there is a 66% to
74% likelihood that any random client would have a prefer-
ence for Sensing and up to a 60% likelihood of a client prefer-
ring Feeling, unless the client is female in which case there is a
65% to 76% likelihood that she has a Feeling preference.
What does this data mean? If you play the odds, you can
guess that many clients’ preferred communication styles will
be represented by the SF function pair. However, you’ll still
want to “tune in” to each individual client and be prepared to
adapt to their communication needs in the moment.
Exercise
Identifying Client Preferences
Let’s check your understanding and see how you do at identifying the following client
statements. Match each group of statements with the appropriate function pair.
A = ST B = SF C = NF D = NT
––––– 1. “I need to know that the person talking to me has my best interests at heart.”
“I need someone to spend time with me talking over the treatment options and possible long-term outcomes.”
“I want to be confident in the treatment that is recommended and understand why it has been chosen.”
––––– 2. “I just want the facts, as much information as I can take in.”
“I don’t want a lot of sentiment or personal stuff.”
“I want to know the pros and cons from someone who really knows what they are talking about.”
––––– 3. “ I need to know the reason for the recommended treatment, the full extent of its effect,
both good and bad. I’m not just going to act on faith on this.”
“I want someone I respect to give me the information, but not necessarily all the details.”
“I need to be confident in their competence. If I have it, I’ll pretty much do what I’m told.”
––––– 4. “ I need to trust the person who is providing the information and have confidence in them.”
“I want individual attention and the other person’s full concentration. And I don’t want a whole lot
of wild options and alternatives.”
“I like to be channeled into the right solution.”
Answers:1.C;2.A;3.D;4.B

Communication
SF (Sensing/Feeling):
The Personal Service Approach
Clients with a preference for Sensing and Feeling want a
warm, personal connection with their veterinary health
care professional. Specific “to do’s” for SF’s include:
✦ Listen carefully to them, give them your time and
complete attention.
✦ Be warm, friendly and cheerful.
✦ Give them factual information honestly, but with a
personal touch; for example, remember what you’ve
already told them.
✦ Strive for harmony in the interaction, find points of
agreement.
✦ Provide practical information and examples about their
pet’s condition.
✦ Tell them about similar cases and what other pet owners
in the same situation have done.
✦ Explain any options clearly and allow them time to
decide.
NT (Intuition/Thinking):
The Logical Options With Competence Approach
Clients with a preference for Intuition and Thinking want
the veterinary health care team to offer logical options and
will often “test” the competence of the doctor and perhaps
even the staff. Specific “to do’s” for NT’s include:
✦ Respect their intelligence and their need to understand.
✦ Demonstrate your competence and show that you
continually update your knowledge.
✦ Do not expect or assume a personal relationship—that
will be built when competence is shown.
✦ Answer their questions in an honest, open way; do not
hide anything.
✦ Share multiple options and involve them in decisions.
✦ Listen to their views and ask before giving advice.
✦ Be informed about new, innovative treatment options.
How Can You Connect With
Clients with Preferences for
ST, SF, NF, and NT?
The MBTI function pairs make the greatest difference in how
patients want information and interaction from members of the
veterinary health care team. With this in mind, here are some
specific things you can do to ensure that you are communicating
most effectively with each client.
ST (Sensing/Thinking):
The Facts with Practicality Approach
Typically, clients with a preference for Sensing and
Thinking desire fact-based interaction with their veterinary
practice. Specific “to do’s” for ST’s include:
✦ Be brief, give concise facts.
✦ Be straightforward, honest, and realistic.
✦ Be competent and pay attention to detail.
✦ Present information in a logical way; do not go off
on a tangent.
✦ Know the facts about their pet’s condition and expect to
be questioned on them.
✦ Give them information on the specific treatment options
so they can weigh them.
✦ Do not treat their pet without first giving them all the
facts and relevant details.
✦ Give them factual written information about their pet’s
condition and treatment.
✦ Have relevant data available for comparison and review.
NF (Intuition/Feeling):
The Supporting Their Vision Approach
Those with a preference for Intuition and Feeling want
personalized support that respects their values and
considers the implications of their situation on others
and for the future. Specific “to do’s” for NF’s include:
✦ Treat them with respect, involve them in the decision-
making process, and value their unique perspective.
✦ Be honest, kind, and sincere.
✦ Listen to and acknowledge their concerns.
✦ Provide bottom line solutions—an overview without too
many details.
✦ Get to know them as a person.
✦ Be open to discussing alternate or complimentary
treatments with them.
✦ Be consistent in words and actions.

Communication
Take, for instance, Dr. Jung, the INTP practice owner
at River City Veterinary Hospital (RCVH). Dr. Jung’s
natural communication style, considering his NT function
pair, is to get straight to the point and present treatment
options in a logical and fairly impersonal way. He would
typically share the pros and cons of each potential ap-
proach at a fairly high level, without providing much in
the way of specific detail. When attempting to commu-
nicate with an SF client, Dr. Jung’s style could easily get
in the way. The SF client would first want to feel like Dr.
Jung cared about him or her as a human being. Then, they
would need a lot more detail about the “how to’s” related
Exercise
Develop Your Skills Exercise
Think of two recent client interactions that you were involved in: one where the
outcome was good and one where it was unsatisfactory from your perspective.
Describe each one using the following headings:
◆ What was the situation?
◆ Who was involved?
◆ What did you think, feel, or want to do in this situation?
◆ What did you actually do?
◆ What was the outcome?
The Challenges of “Flexing” Your Style
“Flexing” your style to connect with your client will be most challenging when the client’s
preferred communication style is exactly opposite to yours.
to each approach and what would be required of them in the
way of home care, etc.
In the same way, RCVH’s practice manager, Jean, with an ESTJ
type preference, would be challenged to adapt her normally
short, crisp, businesslike style to meet the needs of an NF client
who had lodged a complaint about the hospital’s billing policy.
With a little practice, though, every member of your practice
team can develop the skills needed to “flex” and connect with
clients with different communication styles. Try the following
exercise to help you reflect and learn from your daily client
communication experiences.
Then consider these questions:
1. Looking at the functional pairs in particular,
what type mode would best describe you in
this interaction?
ST – Specifics/logical implications
SF – Specifics/impact on people
NF – Big picture/impact on people
NT – Big picture/logical implications
2. How would you describe the clients’ type
mode?
3. In what ways did your mode match the
clients’ mode? In what ways did you
perceive a mismatch?
4. For the instances where your behavior
cues matched those of your client, what
were the positive outcomes, what were
the negative outcomes?
5. For the instances where your behavior
cues did not match those of your client,
what were the positive outcomes, what
were the negative outcomes?
6. What insights are coming up for you
that could inform how you can be more
effective in the future?
What do you want to do differently
next time?

Communication
Stage 4: Next Steps or Closing
The next step is to move to closure.
The Myers-Briggs Judging/Perceiving
dimension is most evident as the
conversation ends. Some patients
(those preferring Judging) are eager to
achieve closure. Others seem to enjoy
gathering information and considering
their options and may delay closure
(those preferring Perceiving).
If your client prefers Judging …
✦ Clarify the client’s goals and when they want to achieve them.
✦ Provide a timetable and stick with it.
✦ Expect a push to “get it done.”
✦ Ensure that the client does not make decisions prematurely.
If your client prefers Perceiving …
✦ Clarify the client’s direction, then be ready to make action easy
when they make a decision.
✦ Make actions fit the client’s timetable if possible.
✦ Expect the client to take action at the last minute and follow-up
with them as appropriate.
✦ Support the client in gathering the information they need to
make a decision.
Note: according to MBTI estimates provided by the Center for
Applications of Psychological Type, 54%–60% of the general U.S.
population prefers Judging, while 40%–46% prefers Perceiving.
Similar to the tips outlined in the previous “Adjust Your Approach” section, here are
some communication strategies to try during this stage of the interaction:
Clients in a “J” mode may seek to control the
situation as much as possible. They may want:
❖ To reach a decision and move quickly on to
the next steps:
“What treatment does my pet need?
How soon can it be scheduled?”
❖ No loose ends:
“Is that everything? When do I need to
schedule the next appointment?”
Clients in a “P” mode usually like to have options
and information. They may want:
❖ To examine the options:
“What are the treatment options?
Can we review them again?
❖ To stay open until the last minute:
“I’d like to consider all of this before deciding
what to do. I need time to do a little more
research.”

21 What are the Benefits of Applying
the Four-Stage Model?
Adherence:
Communication for Committed Action
Encouraging clients to follow your
clinical recommendations
Understanding
Model 22 References
Veterinary health care practitioners
and team members can definitely learn
how to recognize and respond to client
differences. Applying the simple four-
stage process outlined here can improve
quality of doctor–client and staff–client
communication, client satisfaction,
client follow-through, and actual pet
health outcomes.
The subject of adherence (more commonly referred to as
compliance within the veterinary profession) has been a
hot topic recently. The use of the term “adherence” is more
commonly used in human health care to refer to com-
municating with patients for committed action. While
“compliance” has enjoyed more widespread use within
veterinary medicine, in some circles the term adherence is
preferred. The reason? It is not our intent to persuade or
manipulate clients to comply passively with whatever we
think might be good for their pet. Our goal is to commu-
nicate with clients in such a way as to promote an in-
formed decision that the patient can own. This ownership
and resulting commitment contribute to a greater chance
that our clinical recommendations—that are in the best
interest of both the pet and client—will be followed.
Poor communication is costly on many fronts and it
contributes to the less-than-optimal levels of adherence
identified in veterinary practice. Wasted medication,
continuous need for medical intervention, a tendency
to wait until emergencies arise versus taking a pre-
ventive approach—these are all symptoms of low
adherence. Most importantly, as a result, our
patients may not achieve the fullest possible
recovery from disease states or surgical interven-
tions and their quality of life (as well as that of
the client) is negatively impacted.
Improving Adherence Using the
MBTI Framework
An understanding of personality type can help
veterinary professionals partner with clients
and provide information which will help them
to reach informed decisions—decisions to
which they are more likely to adhere. Essen-
tially, better client communication using the
lens of MBTI personality type is one key that
can help ensure committed action and follow-
through on the part of the client.

When encouraging clients to adhere with any recommendation,
be it a prescription diet or a course of antibiotics, they are more
likely to respond positively if they receive the information in a
type mode which reflects their own. So, thinking about what’s
already been covered in this module, always remember to:
♦ Follow the three simple steps involved in utilizing the eight
MBTI preferences to improve your communication with others:
1. Identify your own preferred style of communication.
2. Tune in to the other person’s preferred style or current needs.
3. Adjust your approach, if necessary, to match those needs.
♦ Practice using the four-stage model for effective doctor-client
and staff-client communication outlined earlier in this module.
The “to do” lists for each MBTI function pair (ST, SF, NF, NT)
provide clear guidance for influencing clients most effectively.
When in Doubt, Ask the Client!
There may be times when you just can’t get a lock on what the
client’s preferred communication style is at the moment. In those
instances, follow this simple rule: When in doubt, ask the client!
Simply ask the client a few questions to uncover their needs and
find out what they want from you in the way of communication.
Here are a few examples:
♦ “Would you like me to focus on the details or the big picture?”
♦ “What other information would be helpful for you right now?”
♦ “What criteria will you be using to arrive at a decision?”
♦ “What do you need from me/us to help you move forward?”
♦ “What lingering questions do you have that I/we haven’t
adequately answered?
♦ “What options or steps are you considering?”
Additionally, one of the greatest benefits that comes with under-
standing personality type is an improved ability to differentiate
between intentional and misunderstood messages. Many misunder-
standings are based on differences in personality types, not the result
of intended confrontations or slights.
So, how can you prevent misunderstandings? Once again, ask the
client. Always “check it out” when you experience a client interaction
that seems confrontational or otherwise catches you off guard.
21 What are the Benefits of Applying
the Four-Stage Model?
Guidelines for Improving
Client Communication
and Adherence
Checking it out simply means to ask the client what they
meant when they said, did, or failed to do something.
When asked in a curious and sincere manner, checking it
out is neither offensive nor confrontational.
Here’s what to say …
“When you said (or did) __________,
I interpreted that to mean __________.
Did I get it right?”
Many things can affect the way in which clients receive
information and advice. Pet health care issues can often be
emotive and this in itself may lower the client’s ability to
assimilate information and make sound decisions. There-
fore, it is even more important to match our communica-
tion-related behaviors to the patient and their needs.

Suggested Reading
Books
1. Health Care Communication—Using Personality Type. Allen J, Brock S. Routledge,
2000.
2. Introduction to Type and Communication. Dunning D. CPP, 2003.
3. MBTI Manual: A Guide to the Development and Use of the Myers-Briggs Type
Indicator, 3rd ed. Myers IB, McCaulley M, Quenk N, Hammer A. CPP, 2003.
22 References
Understanding
Model 22 References
Articles
1. Communication strategies with people of different
psychological types. Carskadon T. Mississippi State
University Psychology Department, freshmanseminar.
appstate.edu/FS_Students/com_strategies.htm.
2. Doctor-patient communication. Houghton A.
BMJ Careers, 2005.
3. Guessing another person’s type without them telling
you. mbticlub.com.
4. Personality differences between doctors and their
patients: Implications for the teaching of communica-
tion skills. Clack GB, Allen J, Cooper D, Head JO, Med
Educ 38:177-186, 2004.
5. Tailoring the message. Allen J, Brock SA. Minnesota
Medicine, Vol. 83, May 2000.

Exceptional Veterinary Team

Recomendados

Recomendados

Mais conteúdo relacionado

Mais procurados

Mais procurados (8)

Semelhante a Exceptional Veterinary Team

Semelhante a Exceptional Veterinary Team (20)

Último

Último (20)

Exceptional Veterinary Team