Working with a difference: Team Development

One of the most effective applications of C.G.Jung's theory of Psychological Types, as expressed in the Myers-Briggs Type Indicator^® (MBTI^®), is in assisting team development

A key reason for this is that Type theory, through the MBTI^®, recognises and identifies individual differences in people's cognitive processes (Note that this is apart from any skills they may have). Because people are different, they bring different perspectives to work and elsewhere, hence also to any team activity and purpose. Consequently, effectively understood and applied, difference within teams can offer a clear advantage over team homogeneity, enforced or otherwise.

In short, difference is good.

This difference in cognitive processes is expressed in the ways individuals prefer to look at and operate within the world. For Jung and the MBTI^®, this is best illustrated by the four sets of opposites or dimensions that are outlined below:

1. People gain mental energy either from within themselves (Introversion), or from the external world (Extraversion).
   Example: People preferring Extraversion (E in the MBTI^®) often work their ideas out through talking, Introverts (I) often prefer writing to discussion.
2. People gather information through what they directly see, hear, touch etc. (Sensing), or through abstractions, ideas and possibilities (Intuition).
   Example: A Sensing (S) person usually prefers to focus on the here-and-now of "reality" today, Intuitives (N) generally prefer to focus on the future, often idealised. These are called the Irrational Functions.
3. People make decisions based on objective analysis (Thinking) or subjective values (Feeling).
   Example: Thinkers (T) mostly prefer impersonal analysis of questions and issues, Feelers (F) are generally concerned with the impact of decisions on people. These are called the Rational Functions.
4. People can prefer to have order in their world (Judging) or remain open to options and possibilities (Perceiving).
   Example: Judgers (J) prefer to work consistently to a plan, Perceivers (P) are more flexible, more often working in bursts.

Everyone has all eight of these opposites available to them as part of their cognitive processing but, given the opportunity, prefers one out of each of these four dichotomies, and this choice of preferences makes up their personality Type.

The MBTI^® describes 16 different Types, all of which are considered "good". There are no "bad" Types, nor are there "intelligent" or "neurotic" Types. Such categories are considered a result of factors other than one's Type preference. The MBTI^® operationalises Type concepts in the form of a psychological instrument, as well as being a vehicle for a number of practical applications such as teamwork.

Putting this information in context, an effective team will:

• Be able to act in the word (E) and also reflect about what it's doing (I).
• Take in factual, concrete information (S) and also ideas and possibilities (N).
• Make decisions using objective criteria (T) and an awareness of people issues (F). Be organised and planned (J) and also flexible and open to change (P).

If team members are too similar in their outlook, decisions can be made more easily, but overall effectiveness can suffer, if other options and methods are not presented. Conversely, difference can be ineffective if there's no common language where different perspectives and preferences can meet and understand each other.

Team development occurs in this meeting place and MBTI^®/Type language is more than useful as a facilitator.

Some simple examples:

• Extraverted Types (E) need activity to participate, learn and understand effectively.
• Introverted Types (I) need time to reflect, often by reading, to interact effectively.
• Sensing Types (S) need hard, tangible data, often visually presented, to be effective.
• Intuitive Types (N) need to know the vision, the big picture, for their effectiveness.
• Thinking Types (T) need to see the logic, in order to be effective.
• Feeling Types (F) need harmony in the team in order to be effective.
• Judging Types (J) need to follow the plan, the order, for their effectiveness.
• Perceiving Types (P) need information in advance, to decide effectively.

Communication between the 16 Types is naturally more complex, but this list gives an idea of what can be important to individuals as part of a team. It's also important to realise that some of the Types are more inclined to favour teamwork as a process than others, so different perspectives on this issue need also be taken into account.

Mutual respect and trust are also essential components for effective teams and the development of communication and other skills within a team, using MBTI^®/Type principles and practice can enhance these components, developing both people's individual self-respect (It's OK to be me) and respect for others.

Recognition and valuing of people in themselves and as themselves leads to greater co-operation and more effective teamwork at work and elsewhere. The MBTI^® can help positive developments for both team and individual.

SOME REFERENCES:
Sandra Hirsh, MBTI^® Team Building Program,(CPP 1992)
Greg Huszczo, Tools For Team Excellence, (Davies Black 1995)

This paper was originally presented at the ATEA Conference, LaTrobe University, Bendigo. March 1994.

Not to be reproduced without permission.

Photograph courtesy of Jamie Johnston, CAPT Library. PETER GEYER (INTP) is a consultant, researcher and writer in the field of C G Jung's theory of psychological types. He conducts MBTI Accreditation programs and presents internationally on a regular basis. Peter is a life member of AusAPT and a professional affiliate of the Australian Psychological Society.