„‚ CONDITIONS THAT HINDER EFFECTIVE COMMUNICATION

or herself in conflict if the qualities of subordinates do not match the tasks required by
the manager’s superiors. In such situations, an NF manager can become frustrated at not
being able to please all of the people all of the time; often, however, he or she learns to
turn liabilities into assets.
PERSONALITY TYPOLOGY IN THE WORKPLACE
Personality typology can be used to classify a person’s behavioral type in very general
terms. Despite significant differences within each type, recognizable similarities are
apparent. The purpose of studying types is not to judge others or to change their
behavior, but rather to understand and to appreciate why people respond differently to
the same stimuli. No preference is right or wrong; each has its own strengths and
weaknesses. Effective decision making in the workplace can hinge on exploiting the
strengths and minimizing the weaknesses of each type. For example, on a team project,
an S (sensor) will note essential details and apply practicality. However, an N (intuitive)
will exercise ingenuity, see the possibilities, and give a clear vision of the future. In
addition, a T (thinker) will provide incisive analyses, and an F (feeler) will supply the
necessary interpersonal skills. Together all four will be effective in bringing the project
to fruition.
Being typed, therefore, should not limit people but rather uncover their possibilities.
Living or working with a person of the opposite type can generate friction, but
understanding may help opposites to accept and to take advantage of each other’s
differences.
Case Study 1: Extraverted Feeler and Introverted Thinker
The following example illustrates how a manager and an employee used personality
typology to resolve a conflict. The manager, Helen, showed a strong preference for
extraversion and feeling; in contrast, the employee, Marie, tended toward introversion
and thinking. When Helen would ask Marie how she felt about issues they had been
discussing, Marie never expressed an opinion. Later, however, Marie would complain or
express disagreement about the same issues to Helen or to another staff member. Once
she understood the concept of personality types, Helen learned that the best way to
encourage Marie’s feedback in a positive manner was to ask Marie to consider the
situation and to express her opinions within a few hours or days. This approach gave
Marie the time she needed to sort through her ideas and to substantiate her viewpoint.
Meanwhile, through typing, Marie began to understand Helen’s need to verbalize and to
monitor the environment around her.
Case Study 2: Training Extraverts and Introverts
In creating a training environment, an HRD professional must be aware that extraverts
and introverts learn differently. For an extravert, concepts must follow experience; in
other words, extraverts learn by example or trial and error. In contrast, an introvert
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The Pfeiffer Library Volume 6, 2nd Edition. Copyright ©1998 Jossey-Bass/Pfeiffer