2Understanding Individual Differences Exercise Summary1. How groups were formed for this exerciseUsing 2 dimensions of cognitive styleSurveys you took were mini-version of real testGroups were not really cognitively homogenous2. Questions:How did it feel to be part of a homogenous group?Could you sense that there was cognitive similarity?
3Understanding Individual Differences Exercise Summary3. Outcomes:Cognitive diversity can lead to process loss and inefficiency or can lead to efficiency and teamwork.4. Goal of this exercise:To minimize process loss by grouping people with common personality types.
4Understanding Individual Differences Exercise Summary5. How to use this at work:If two dimensions have predictive value, we can make predictions about how others will behave.If we understand where individuals fit on these two dimensions, it may lead to clearer communications and better outcomes.We can create norms of interaction that respect differences
5Understanding Individual Differences The Two Dimensions Used in the ExerciseST: Problem focus: set up leadership and formal structure; work fast; define solutions not processes; concentrate on routines and procedures; Task oriented, look for cost/benefit.SF: People focus, hierarchical but open to unstructured situations, concerned about human qualities of people doing work as individuals, interest in maintaining good interpersonal and social relations a primary focus, focus on facts; how to handle problems with empathy.
6Understanding Individual Differences The Two Dimensions Used in the ExerciseNT: Theoretical orientation, comfortable with complex situations, concentrate of defining problems, goals, analytical in the abstract; often create complicated procedures, using a messy process with little consensus.NF: Creative process, guided by insights and imagination emphasizing decentralized, humanistic organizations; Moral concerns with a “people orientation”, less concerned with structure. Comfortable with ambiguity.
7Understanding Individual Differences How we gather information:Sensing (S) – getting the facts, good at details, comfortable with standard solutions to problem solving, working with tested ideasIntuition (N) – developing data through insight and imagination, get bored with routine, see the possibilities, less concerned with facts, seek innovation, see the big picture
8Understanding Individual Differences How we make decisions:Thinking (T) – analytical, look for cost/benefit/ focus on analysis/prefer clarity, task orientedFeeling (F) – personal convictions or beliefs, can become committed to personal views, nostalgic, traditional, principles oriented
9Understanding Individual Differences How we choose priorities:Perceiving (P) – oriented towards generating data, can procrastinate, open minded and curious, comfortable with ambiguityJudging (J) – oriented towards decision making, clarity, order, dislike ambiguity, decisions are important not information gathering
10Understanding Individual Differences How we establish relationships:Extravert (E) – requires variety and stimulation, become bored easily, sociable, look for new situations, often viewed as influential, not easily organized, like meetingsIntrovert (I) – Think things through before communicating, harder to get to know, communication is more of a strain, few tasks at one time, few interruptions, others around the introvert often feel left in the dark
11Understanding Individual Differences Interpretation of Individual ScoresConsider how cognitive differences affect organizational situationsFour or more points viewed as a significant preference, less than four points means no clear preference on that dimensionDoes your score feel right?You can probably think of a situation where your behavior was inconsistent with your Myers-Briggs scoreNo right or wrong answers, your results represent a lifetime of experienceAccording to the theory, we all have the ability and potential to develop both sides the personality dimension
12Understanding Individual Differences Closing ThoughtsThere are differences based on country, culture, and experienceAge and education influence personalityRisk of organizational homogeneitySeek balance in your own personality, balance is the key to effectiveness and this ability resides within all of usTo derive the best solution seek cognitive diversity, groups grasped only a part of the problem, best solution was a combination of ideasPsychological testing can deepen self-knowledge, and improve teamwork but can be misused in promotion and hiring decisions