„‚ CONDITIONS THAT HINDER EFFECTIVE COMMUNICATION

needed information only if it does not become obvious with use. Which approach is
more successful? The answer depends on the learner. Sensors would rather use skills
already learned, while intuitors prefer to develop new skills. To a sensing interviewer,
an intuitor may appear to have his or her head in the clouds. Conversely, the intuitive
interviewer may see the sensor as being too set in his or her ways and too materialistic.
Both types have strengths and weaknesses, and both can be useful. Managers and HRD
professionals who have good grasps of personality typing should be able to understand
and work with both types, deploying them according to their strengths.
ACTION STEPS
The theories of personality typing that have been discussed in this article must be
implemented with great care and flexibility. The following checklist provides some
general guidelines for managers and HRD professionals who wish to use personalitytype
testing to select and assign staff members:
■ Read about personality-type theories.
■ Contact organizations that teach or use the theories.
■ Assess the existing organizational climate to determine how the theories can best
be used.
■ Use the Myers-Briggs Type Indicator (MBTI) or a similar instrument to type
members of the organization.
■ Understand that a person’s own personality type affects his or her perceptions of
others.
■ Help employees to understand type theory and encourage them to use this
understanding to reduce conflicts.
■ Consider type theory as one factor in selecting employees and in making
assignments.
■ Use typing to understand a person’s potential and best work style, not to set
limits.
■ Stress that all personality types have strengths and orientations that can be
invaluable to the organization.
■ Use type theory to explain rather than to excuse.
■ Celebrate differences.
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The Pfeiffer Library Volume 6, 2nd Edition. Copyright ©1998 Jossey-Bass/Pfeiffer