September 25, 2007

Additional Myers-Briggs Thoughts

We had a great discussion of the Myers-Briggs last week! As Ron pointed out, it is certainly worth giving more thought to the way in which we use the results of a test like the Myers-Briggs. We were left with a lot of really important questions that are worth considering:

  • Should we work with our strengths as defined by our Myers-Briggs type? Should we appeal to the strengths of others when we know their MBTI type? Or should we try to develop our weaknesses and the weaknesses of others. For example, if we are a J, would it be helpful to try to behave in ways that are more P in order to learn what that is like?
  • Should we try to balance our MBTI types out and move toward the center?
  • Is it helpful to know each other’s MBTI type or does it create more barriers to getting work done? Are there certain situations in which it is more helpful than others? What are its limitations?
  • In general, what are the strengths and limitations of the MBTI?

September 21, 2007

Thoughts on the Myers Briggs Evening

This was a great discussion on personality type and what importance the group attached to knowing these indicators. I wanted to leave the subject with a thought I feel is important based on some years of business experience that focused on new developments.

There is a danger, as LeeAnn pointed out, in "typecasting" individuals before having a fairly thorough understanding what their specific talents are. For example, we had an abundance of those who would be designated as "Sensing," the other side of "Intuitive." The job of the leader of the moment was to get these "Sensing" folks to be intuitive, creating ideas that were new, possibly in directions that were also new to the company. This for the most part usually went well, creating new concepts that were influenced by the boundaries we knew had to apply, something that an intuitive might not accomplish. Although that sounds like a dichotomy, in the context of a business environment it worked quite well.

It also worked the other way in that the leader of the moment needed to temper the intuitive within accepted restraints. The skill of the leader in both these cases is one of degree, that is determining how much boundary to put on the intuitive, and how much to remove from the sensor. Development of that skill is one we will hopefully consider in the coming weeks.