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HR PRACTICES AND PROCESSES THAT MAKE SUSTAINABLE VALUES STICK 57

Isabel Briggs Myers and her mother, Katharine Cook Briggs, developed the MBTI ®
in the mid-twentieth century based on the work of Swiss psychoanalyst Carl Gustav
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Jung, who wrote Psychological Types in 1922. The MBTI identifies sixteen different
personality types by examining our preferences for how we relate to the world (as
Extraverts or Introverts), how we learn about the world (Sensing by using our concrete
senses or by Intuiting), how we make decisions based on what we learn (Thinking log-
ically or Feeling), and our attitudes about the world (Judging in an orderly way that
leads to closure or Perceiving in ways that leave us spontaneous and open to possibili-
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ties). The MBTI deals with four sets of opposites that, once we understand them, can
increase our self-awareness and help us figure out why some behaviors seem more nat-
ural and easier than others. However, we do have a natural preference for how we see
the world and make decisions based on our personality type preferences.
Psychological type theory is rich with examples of the ah-ha’s people have when they
learn how they like to see the world and make decisions. It is not unusual for people to
comment that they thought they were very different from other managers or leaders but
did not know that the difference was rooted in personality preference. They report a
sense of relief and self-acceptance once they understand their type preferences as right
for them. People often spend a great deal of energy trying to be what others expect
instead of using their strengths as a benefit when adapting to an organizational culture.
I like to use the analogy of our handedness when facilitating learning about per-
sonality type. I ask people to write their name, and then I note that they used their pre-
ferred hand to do so. I then ask them to write their name again with their opposite
hand. I hear all sorts of groans and comments on how hard it is to do that exercise.
Because it is awkward—it does not feel natural—they do not feel good using their
non-preferred hand. The analogy to personality type preferences is that we are asked
every day to do tasks that may not use our natural preferences for how we see the
world and make decisions. Thus, we may avoid those unpleasant tasks or find our-
selves stressed when forced to do them. Using the information gleaned from our
knowledge of personality enables us to be more cognizant of our own personality type
and those of others, empathic of differences among colleagues, savvy as to how to
leverage those differences, and more adaptive in our strategies to get the job done.
To know our core preference is helpful so that we know when the world is asking
us to balance or use our opposite. Our goal in learning about ourselves through type
is to know our personality preferences and to learn ways to balance and adapt. We do
not use our type as an excuse for not performing, but we do know when something
seems natural for us and when we have to give a little extra energy and focus to a task.
We also have to learn the value of differences when talking about the diversity of type.
A team with different types is a more productive team due to the different perspec-
tives; however, there may be more conflict on that team as a result of different per-
ceptions and needs based on different personalities.
For example, a person working at a financial institution who has a Feeling (values-
oriented) preference may hide his concerns about how a decision might impact people
in the organization. However, that very input might save the company time and money
if it were expressed at a decision-making meeting by asking a question that heightens