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The Personality Dynamics of Technical Teams

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Jennifer Tucker
Jennifer Tucker
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The Personality Dynamics of Technical Teams From Insight to Action Jennifer Tucker, Ph.D. OKA (Otto Kroeger Associates) (703) 591-6284 www.typetalk.com [email_address]
Agenda ,[object Object],[object Object],[object Object],[object Object],[object Object],Note: This presentation was delivered at the ASME Global Engineering Management Conference in Dallas, Texas on 13 April 2010. Photos were taken at the event and inserted into the presentation for posting. Use of this material should be cited as follows: Tucker, Jennifer. 2010. The Personality Dynamics of Technical Teams . Presentation for the 2010 ASME Global Engineering Management Conference, Dallas, TX; 13 April 2010.
Introduction Exercise…. ,[object Object],[object Object],[object Object]
Researching Team Dynamics ,[object Object],[object Object],[object Object],MBTI, Myers-Briggs, and the Myers-Briggs Type Indicator are registered trademarks of the MBTI Trust, Inc. in the United States and other countries. FIRO-B is a trademark of CPP, Inc.
Teams Reported Conflicting Needs Needs for Autonomy & Independence High proportion of objectively- focused professionals. Unusually low needs for Inclusion, and little need to be controlled, or to control Teams desire a high level of Autonomy, the ability to shape their own approaches Successful teams report lower wanted inclusion & lower expressed control than teams in turmoil. Needs for Cohesion & Support “ Work together effectively” a key contributor to success. Teams desire a higher level of Peer Cohesion than currently seen. Teams desire a high level of Supervisor Support and Clarity. Successful teams report higher Supervisor Support than teams in turmoil.
But Are They Successful? ,[object Object],[object Object]
Psychological Type: A Popular Portal Into Team Dynamics and Performance ,[object Object],41% “Introverted Thinkers” Generally prefer a "lone-gun" approach to work, least likely to engage interpersonally with colleagues. (GP – 23%) 50% “Thinking Judgers” Generally prefer approaches that quickly result in order, clarity, and closure. (GP – 28%) 77% “Thinkers” Generally prefer logical, objective, impersonal decision-making, focusing upon cause-effect relationships and the clarity that comes from objectivity (problem first, people second). (GP – 50%)
Research Implications ,[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Here’s What Working Effectively Together ISN’T: Common Reported Trouble Areas Source: Tucker, J (2008) Introduction to Type and Project Management” CPP, 2008
Psychological Type Is A Model That Can Inform Many Trouble Areas References: (1) Rutledge, DH (2004) MBTI Introduction Workbook. OKA (Otto Kroeger Associates); Fairfax, VA; (2) Tucker, J (2008) Introduction to Type and Project Management. CPP, Inc. Mountain View, CA
From Preference to Behavior ,[object Object],[object Object],[object Object]
Overview of Portraits of Jung Type Behavior™ ,[object Object],[object Object],[object Object]
Completing the Portraits ,[object Object],[object Object],[object Object],[object Object],[object Object]
Completing the Portraits
Applying the Portraits: Exercise ,[object Object],[object Object],[object Object],[object Object]
Three Guiding Questions for Team Effectiveness: Use Them Often and Anytime! ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Getting Things Back on Track: Common Targets for Action Planning ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
For More Information ,[object Object],[object Object],[object Object]

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The Personality Dynamics of Technical Teams

  • 1. The Personality Dynamics of Technical Teams From Insight to Action Jennifer Tucker, Ph.D. OKA (Otto Kroeger Associates) (703) 591-6284 www.typetalk.com [email_address]
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  • 5. Teams Reported Conflicting Needs Needs for Autonomy & Independence High proportion of objectively- focused professionals. Unusually low needs for Inclusion, and little need to be controlled, or to control Teams desire a high level of Autonomy, the ability to shape their own approaches Successful teams report lower wanted inclusion & lower expressed control than teams in turmoil. Needs for Cohesion & Support “ Work together effectively” a key contributor to success. Teams desire a higher level of Peer Cohesion than currently seen. Teams desire a high level of Supervisor Support and Clarity. Successful teams report higher Supervisor Support than teams in turmoil.
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  • 10. Psychological Type Is A Model That Can Inform Many Trouble Areas References: (1) Rutledge, DH (2004) MBTI Introduction Workbook. OKA (Otto Kroeger Associates); Fairfax, VA; (2) Tucker, J (2008) Introduction to Type and Project Management. CPP, Inc. Mountain View, CA
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