Newsletter #23

 

In this issue:

The Myers-Briggs Type Indicator® and INFPs and ESTJs in Organizations

About the Strong Interest Inventory®: Person - Environment Fit, Part V

About the FIRO-B™: Team Transitions VI

 

INFPs and ESTJs in Organizations

This time we'll consider INFPs and ESTJs and examine where they might fit best and some of the possible weak spots for each.

Our friends the INFPs frequently enjoy workplaces that are low on bureaucracy, calm, quiet, and allow time and space for reflection. They often like flexible jobs that have little routine, while maintaining a collegial, cooperative atmosphere. INFPs generally prefer to work with pleasant colleagues who are committed to the same values. They are more likely to praise than criticize fellow employees or subordinates. INFPs rarely enjoy the traditional leadership role, preferring to create their own unique version. They would rather be facilitators than leaders much of the time. As with other NF types, they frequently focus on ideals, both their own and the organization's.

Some areas of concern for INFPs can be trying to please everyone, procrastination because of perfectionism, spending too much time in reflection and too little in action, and missing the reality of a situation. As stated, many INFPs focus on their ideals, and may ignore realities that conflict with their ideals. One skill to acquire might be learning to deal with what is versus searching for the perfect solution. Likewise, learning to say no and being tougher can help. Action plans (if used!) can be quite useful in helping INFPs move out of the reflection phase. Again, it might be important to adjust to the facts and logic of a situation or problem instead of rigidly adhering to personal values.

Let's turn our attention to ESTJs. Many of them like to work with other hardworking, determined, task-oriented, and committed people. ESTJs generally like jobs that provide structure and organization, that are stable and predictable, and that emphasize efficiency and productivity. ESTJs can have the motto, "If you're going to do the job, do it right." They can enjoy jobs that reward meeting or exceeding established goals. ESTJs often like working in teams. They can be logical, objective critics, as well as being quite decisive. ESTJs tend toward leadership roles in traditional, hierarchal organizations. Many are great at organizing resources to solve problems and reach their goals.

Potential areas for development include avoiding deciding too quickly, failing to see the need to change, low interpersonal skills, and ignoring others' opinions. ESTJs can move on so quickly they forget to ask others for input. Their focus on facts, figures, and data increases the chance that they'll overlook the human factors in a problem. ESTJs might say, "If it isn't broken, don't fix it." In other words, they might be unaware of the need to change an existing process, especially if it still appears to be working well. Other ESTJs fail to show appreciation to subordinates and colleagues. Many enjoy a fast pace and can pressure others to move at the same speed, particularly to make decisions. Obviously, people have different styles and need different amounts of time to make decisions. It might be worthwhile to allow others more time and space to work on problems.

 

About the Strong Interest Inventory: Person - Environment Fit, Part V

One of the foundations underlying the Strong is the idea that both people and environments can be sorted into six primary areas. While it's true that most jobs and people are more complex than a single category, it's likely the case that one of the six environmental types is dominant in a workplace. The concept is that the more closely a person's personality matches his or her work environment, the more likely that person is to enjoy a career, stay in a job, or persist in developing a career.

This issue we'll examine how this interaction works with Enterprising environments and people.

Enterprising people usually enjoy persuading, directing, or manipulating others. They value material possessions and social status. Enterprising types can see themselves as sales or persuasive abilities, but lacking scientific abilities. Others see them as energetic and gregarious. Enterprising people tend to avoid intellectual, scientific, or esoteric topics and fields.

As with the other scales, Enterprising jobs require many of the same skills. For example, persuasion or manipulation skills are often necessary. The pursuit of financial or material wealth, dominance, and self-confidence are usually rewarded or expected in Enterprising jobs. These jobs frequently involve selling, leading, or directing others towards the organization's or the leader's goals. The personal style in Enterprising jobs is often acquisitive or power-oriented, and involves personal responsibility.

Examples of Enterprising jobs include retail store manager, athletic director, Chamber of Commerce executive, sports reporter, traveling salesperson, and personnel director.

 

The FIRO-B: Team Transitions VI

This time we'll examine some other common scenarios involving change and the differences between positive and negative versions.

Many teams experience a crisis or trauma at some point in their existence. When teams work well together, they will carefully consider the situation, reach consensus before moving forward, and share insights and information with each other. When things aren't going as well, the team may become passive and wait for the leader or one person in the group to take action. Blame and assigning guilt to others is another common negative reaction. Important information is not shared with others, particularly bad news.

Another common situation is when the team has to change its location, such as moving to new offices. When a team is working positively together, they deal with the new issues out in the open. They will carefully consider how their interactions might change, particularly how it will affect team communication. Any change in the team status will likewise be addressed by the group. In a negative scenario, the upcoming change will usually be ignored as long as possible. The team will focus on the potential negative consequences and overlook the possible improvements. Any agreements they reach among themselves will usually take place without the others knowing about it. People will often pretend everything is the same and try to carry on in the old style, even when they realize it's no longer working.

In these scenarios, the knowledge gained from using the FIRO-B with the team can bring these issues to light, as well as suggesting possible ways to deal with changes in the team.