Business Tips Guides

Thinking types make Decisions in a logical and analytical way. Before they commit to and support a Decision, everything about the subject has to be perfectly clear. They prefer to be objective and are somewhat detached, which tends to earn them the label of being impersonal. Thinkers weigh the pros and cons and take a step back to analyze the situation, logically and impersonally, asking themselves if this makes sense and what are the ramifications of the decision. Thinkers objectify the decision.

Feeling types are primarily concerned about the impact their Decisions will have on others. They are concerned with the human and interpersonal aspects and want to be sure the feelings and personal values of others are not in jeopardy. They use friendly persuasion as a tool to get their points across and they make concerted efforts to identify with other people. Feelers place themselves into a situation asking, How do I feel about this? How will it affect me and others? Is this the right thing to do? What are my personal values telling me to do? Feelers personalize the situation.

Thinking types are often impatient with Feeling types need to validate and support each other. Since Thinkers prefer to focus on tasks, the small talk and sharing of personal information in the work setting seems unnecessary or inappropriate to Thinking types. Feeling types enjoy these connections and are more comfortable working with others when trust has been established. They want to know co-workers on a personal level and are more interested in understanding one another. Feeling types offer supportive feedback that can be seen by the Thinking type as insincere and overdone. Feeling types can interpret the frank feedback given by Thinking types as abrupt and critical. Thinking types want to be acknowledged for their accomplishments and need less feedback while Feeling types want to be appreciated for their efforts and like feedback on a regular basis.

In the American population, 50 percent are Thinkers and 50 percent are Feelers. Of the Thinkers, about 65 percent are male, and of the Feelers, 65 percent are women.

Thinking Types in Communication:

Strengths - Does this make sense?
Calm, reasonable, under control
Provide honest and frank feedback
Analyze, evaluate and critique
Objective and principled

Communication Approach
Use logic and analysis to spot flaws
Want to know - why?
List and consider pros and cons
Trust competence and expertise

When Communicating with Thinkers
Be calm, objective and competent
Offer honest feedback and positive comments
Support opinions with logic and clear thinking
Accept critical feedback graciously

Feeling Types in Communication:

Strengths - Will this upset anyone?
Able to empathize and develop rapport
Appreciate others’ perspectives
Supportive, nurturing of others
Connect with and create harmony with others

Communication Approach
Focus on subjective beliefs and values
Share personal stories and examples
Want to get to know someone personally
Like collaboration and want to cooperate

When Communicating with Feelers
Listen first before evaluating and critiquing
Focus on people and find out what is valued
Acknowledge - do not analyze others’ values
Focus on creating win-win situations

Pamela Hollister, Author, INTJ, The PEOPLE Process
Understanding People is what it’s all about. Personality type training products everyone can use.
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peopleprocess.com.com

If you wish to play an office prank on your colleagues then just try walking into the office and mentioning in passing that there is a company team building event planned soon. The looks of horror will cascade around the office as your colleagues picture the trust falls and group chanting in a secluded field somewhere around Dorset.

Although his is an exaggeration, many employees are subjected each year to company team building events which include various hellish pursuits such as role plays and colleague bonding. In fact so many companies do it that it has developed into a multi-million pound industry catering for everything from a day out at the races to its a knockout family fun days.

In the midst of all the psychosomatic testing and complimentary Danish pastries lies some carefully over-complicated theories which this article intends to make a bit clearer. There are many different schools of thought however this article will use the definition that team building is the process of creating a collaborative enterprise that can perform or effect change.

We all function in groups, however what makes a group of people a team and furthermore, what makes a team good or bad? Have you ever been dragged into some makeshift and invasive psychometric testing asking the question, what possible use can this have? The answer is that the psychology of individuals in a group dictates how set group functions as a team.

A popular framework for this is the Sixteen Teamwork Complexes which is based on the psychoanalytical theories of the renowned Dr Karl Jung. The framework uses the Jungian theory of psychological types and facilitates the pre-emption of differences between the individuals personality, work persona and preferences.

The theory revolves around the overall team function relying on a balance of various roles. A fun game is to look around your office and guess which function your colleagues are performing. Are they a crusader or explorer, a scientist or an innovator? All these team functions can be underused or overused in the group dynamic creating a dysfunctional team.

Let us take for example a team role labelled coach. Then let us define this as one who assess other team members involvement in a task and to contemplate how to gain the teams involvement and commitment to a certain task. The underuse of this role will result in a team working as a group of individuals and the overuse will result in team members being fearful of disagreeing with each other, either way resulting in a dysfunctional team dynamic.

There are eight different psychological types and an underuse and overuse projection for each, creating the Sixteen Teamwork Complexes. The task is identifying who performs which role in the team and whether that individual is underusing or overusing that role. In order for this to be effective an overall team goal is essential.

We all joke about the office stickler, whose obtrusive lust for inflexible deadlines and documentation can become disruptive to your day, or the office whirlwind who disrupts the office doing everything at ludicrous-speed, well this framework identifies these overuses within a team with foresight to correcting and therefore streamlining the team dynamic.

There are many companies on the web who offer training and solutions to your team building issues. Much of the time it is members of senior management who are effecting the team dynamic with overuse of their team roles, so next time a team building event comes up do not role your eyes as it could make your office environment that much smoother to work in.

Shaun Parker is a leading team building consultant with comprehensive experience in management consultancy.

Communication is central to our life - we communicate with others every day, throughout the day. Understanding, appreciating and accommodating personality differences in communication style can bring major success to our effectiveness as a friend, spouse, employee, supervisor, trainer, leader and team member. People have different preferences in the way they take in and evaluate information and their orientation to the world around them. As we develop our awareness, understanding and appreciation of communication differences, we will reap the benefit in our relationship with others.

Extraverts & Introverts are opposite in how they communicate

Extraverts are energized by lively and enthusiastic discussions, with rapid-paced conversation and often interrupt as they elaborate on and process thoughts. Introverts are energized by quiet conversations with space for reflection and conversation pace is slower, taking time as they build thoughts and ideas internally. Extraverts’ communication approach doesn’t allow time for Introverts to reflect and then give their opinions. Extraverts like to “think out loud” and don’t realize that Introverts feel unable to respond quickly in a conversation, preferring to internalize the information first. Thus, the Extraverts’ reaction sometimes is that the Introvert is not providing input that energizes the Extravert.

How Introverts & Extraverts share information

When Introverts share information, it has been carefully thought through and evaluated. When an Extravert is in the-thinking out loud-mode they may not give the input the full evaluation it merits. Similarly, Introverts may put too much emphasis on what is said by Extraverts, not realizing they are-hearing themselves think-and need to process information this way. This can cause difficulties for both preferences as Extraverts may miss valuable contributions by Introverts, and Introverts may take what Extraverts say too seriously and make decisions based on the input.

Communication differences can create conflict

These communication differences can be especially dangerous in conflict situations, as Extraverts want to handle a situation immediately and Introverts require time to think things through before giving their ideas on possible solutions. Because each preference is requiring something the other type does not prefer, tension can increase. Extraverts can become impatient, wanting to move forward and make a decision not giving time to the Introverts who need to process the information internally and, then, make a decision.

Extraverts in communication
Strengths
Energetic & enthusiastic
Think out loud
Give a lot of information
Network well

Communication Approach
Speak out freely in groups
Think out loud
Like to discuss lots of topics
Interrupt often during discussion

When Communicating with Extraverts
Listen attentively
Be actively responsive
Be energetic & enthusiastic
Support their need to communicate

Introverts in communication
Strengths
Quiet, reflective presence
Respond carefully and thoughtfully
Know a few people well
Listen without interrupting

Communication Approach
Listen more than talk
Talk one on one
Need time to reflect before responding
Process information internally

When Communicating with Introverts
Value their need for privacy
Allow them time to change focus
Ask questions to draw them out
Do not pressure for an instant response

With careful study of the preferences for the Extravert and Introvert, and a little bit of practice, our communicative events can be both positive and productive creating harmony throughout our professional and personal lives.

Pamela Hollister, Author, INTJ, The PEOPLE Process, is author of personality type training products,
The
PEOPLE Process

Team building has been around as a corporate training technique for decades, but recently it’s fallen into disuse. Why? Because many of the techniques of team building seem more like play than work, perhaps.

Or because managers decided that the team building they’d already done was enough to make the group cohesive and maximize their productivity.

However, team building is a continuing process. As the military has found in decades of trial and error, when you have units of people playing and competing together, they grow closer, start thinking as a group instead of as individuals, and find it easier to work as complementary parts rather than as units.

Communication improves. And almost like magic, a bunch of people are transformed into a functioning team.

How Team Building Works

Great team building exercises use a variety of techniques to build group cohesion. Communication is an essential part of team building, as are group focus on a single goal that requires strategy to accomplish.

Often, but not always, it helps to have separate teams competing against one another.

One especially effective method is the scavenger hunt. The manager conducting the team building exercise takes into account the individual strengths and weaknesses of each team member and includes challenges that will exploit both of these for each member.

Team members have to work together at times to accomplish certain goals, like using landmarks that different members are familiar with as markers for the hunt. And the reward at the end must be applied equally to all.

Paintball is used by the military to bring units together. This exercise requires not just physical fitness and good aim, but the more important and hard to train skills of strategic thinking, communication, and learning to bond.

While the sport is a little rough and tumble for many offices, it can be a great teambuilder for the right group.

Other great team building exercises can include things like round-robin quiz games, word puzzles, and ordinary sports. That office softball team? It can be fun and also a great team builder.

Including Team Building Into A Meeting

Team building exercises are generally fairly involved and take a considerable amount of time. For this reason, they are inappropriate for most meetings outside of office half-day or full-day retreats.

For these longer meetings, get away from the office so creativity can flow and natural barriers are broken down. Start the meeting with something relaxing and positive, then move into the team building games.

Only after the team builders should you get into serious work. Why? Because fresh from the team builder, your people will work better together and find fresh creative ideas. You’ll notice an immediate result, and you’ll begin cementing those new bonds right away.

When To Use Team Building

Every office with numerous workers who frequently do not interact directly should look into using team builder exercises. However, there are a number of situations that almost require the use of team building.

For instance, in an office where there has been considerable friction or small groups competing in negative rather than positive ways, team building can break down barriers and create rapport where only strife existed before.

This is really excellent if you can do a contest pitting upper management with the people in cubicles, between whom a natural and healthy rivalry already exists in most cases.

Also, in offices with high turnover a regular team building exercise can build bonds that will help slow that turnover rate as well as improve interworking relationships for new and established employees.

In this case, team building exercises when your turnover hits a critical mass of 10-15% new employees can help bring the new people into your current corporate climate.

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Changing habits is hard work. It has been said that it requires 21 times of doing something in order to make it a habit. Here are some ways to figure out how to turn unhelpful habits into positives.

1. Never Feeling Good Enough - Are you constantly evaluating everything you do and generally finding fault. Do you have an internal voice which critiques you on everything, seeing only the negatives, not the positives? This voice is often described as a “gremlin.” When you are feeling not good enough it can show up by your being indecisive, relying on others to direct you, using language of uncertainty and even having poor posture. Generally there is a feeling of self doubt.

Clearly a change is necessary. First, you need to become aware of your limiting beliefs and in what situations they occur. What actions do you take which might be perpetuating these beliefs?

Sam was recently promoted to a managerial position and was both excited and scared about his new responsibilities. He knew that a lot of his colleagues were envious of his promotion, which added to the pressure he already put on himself. He evaluated and re-evaluated everything he said and did, to the extent that he was immobilizing himself. His “gremlin” was in high gear.

Sam worked with his coach to identify what he needed to change and what action steps were necessary. The result was his “gremlins” went into retirement and he had strategies in place if they returned.

2. Avoiding Conflict - You are by nature a peacekeeper. You like everyone to be happy and agreeable. The problem is that in life there is always some level of disagreement and conflict and how we deal with it can become the problem.

In the workplace, managers need to be able to manage conflict. Your team members will not always agree or like each other. They might not agree with you or like what you are telling them. What if their job performance is interfering with the goals of the company or the team’s morale? How will you deal with it? Avoiding conflict could be an obstacle to your taking on more of a leadership role.

Joyce disliked conflict, but recognized that if she wanted to be seen as a leader she would have to step up. She worked with her coach to develop a 3 step action plan.

1. Acknowledge the conflict.
2. Invite the other person to have a say and listen to their perspective.
3. Jointly develop a game plan for change.

Acknowledging out loud what a challenge conflict was for her, allowed her to “own” it and make changes.

3. Poor Boundaries - We have all known someone who has trouble saying “no,” and therefore might get into situations where they are doing more, but are stressed and unhappy about it. Sometimes people take advantage of them because of this weakness. Being able to set limits about what you can and can’t do is an extremely important skill. Assess your team. Is there someone who has trouble saying “no?” If so, what can you do to help them?

There are other issues which also fall under the category of poor boundaries: being aware of when, where and with whom you speak; the issue of confidentiality. What is the forum and policy for discussing client information? At some companies conversations may inadvertently occur in corridors or at restaurants where talk might be overheard by others. At times there can be a fine line between sharing information and gossiping. Your job as manager is to help create the guidelines and structure, so everyone is clear.

Changing habits is hard work. I’ve just discussed a few ways to help you figure out how to turn unhelpful habits into positives. You can do it, all it takes is 21 times of doing something in order to make it a habit!

Copyright 2007, Gail Solish.

Gail Solish, provides Executive/Personal coaching to managers, directors and executives focused on workplace development and relationship management.
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Although not really well known to the laymen, the term “Hawthorne effect” has resounded in the social science world since the late 20s in America. The Hawthorne effect is basically known as a study of how high worker morale equals better work output.

The morale is based a great deal on the social interactions between workers — more so than the actual type and quality of work that is being done. This will be a small touch on what some of the study found as well as some team building techniques that are used today that are popular.

The name “Hawthorne” does not come from the name of the scientist that conducted the study, but is actually the name of the company that the experiment was conducted on. In 1927 the Hawthorne Plant of the Western Electric Company in Cicero, Illinois was a stage set by scientists to watch a group of workers interact on the job over a span of about three years. The team of scientists was led by Elton Mayo, known as the father of the Human Relations Movement.

There were two parts to the study. First they conducted some physical and environmental pressures and changes to see the effects. Some of those tests were little odd touches to the room surroundings, such as shifting the room humidity and ventilation, piping in music and adjusting the brightness of the lights within the space of work to see how these variations affected productivity. But the most profound experiments were done on how each worker formed their group dynamic and how their group belonging resulted in what amount of work was done.

This test was done on workers who were building telephone relays at the plant. The measurement of production output was charted with all the environmental factors changing. But it was found that the small group’s ability to get along with each other and their immediate boss created a direct relationship to the output.

The Hawthorne studies deducted a lot of results that are heavily debated today, but it spurred the beginnings of team building and the importance of small group morale and how the automaton worker philosophy of yesteryear can only be taken so far. This postulated that acceptance in a group was probably the single most important factor in the group dynamic; and since we spend a majority of our lives at work, it was important to create a relationship not unlike a family.

Practicing to Get Along: Team Building Games

So what a lot of company executives have a tough time boiling down to is the concept of getting their employees to work with the most efficiency, balancing morale, or willingness to work out of joy and group acceptance from their work peers. One technique that has caught on recently is the team building exercise of corporate scavenger hunting. This is an example of breaking the body of workers down to groups.

The corporate scavenger hunt is one of many team building games that specifically engages each team member and extrapolates every skill type from nearly all group members. Scavenger hunts today are set up by organizations with serious intent for their team building clients. High grossing corporate clients like Amazon.com and Microsoft have launched hunts for various departments in the past.

Watson Adventures (http://www.watsonadventures.com/team_building.html) offers a unique series of corporate team building games by hosting scavenger hunts in many metropolitan areas across the U.S. The article was written by Art Gib, who is a freelance writer.