Applying Psychological Type: Attitude Pairs

The “Attitudes” of psychological type theory: Extraversion or Introversion (E/I) and Judging or Perceiving (J/P) indicate how and how frequently individuals and teams are likely to operate in the outer world. This outer world is the place of action, people, and things where teams most often engage, so attitude pairings can tell us a lot about a team’s behavior that will impact communication at both group and individual levels. The handout below provides an Attitude pairs exercise, handout, and worksheet that supports a discussion of this useful type lens.

Client Case Study

A program team of 18 people wanted to explore team communication as part of a Myers-Briggs Type Indicator® (MBTI®) workshop. The team is starting an internal business process reeingineering effort, and there are concerns about how the project is going to unfold and how the team will know what’s going on. The team type is ESFJ; the leader is an INTP, who recently joined from a different office. As the day unfolded, we also learned that there are many IJs supervising EPs, and that EJs are located throughout the org chart. There were only three IPs including the group’s leader.

While there are many type-based ways to explore communication, we chose the Attitude pairs because of clear tensions related to team information sharing and direction setting. After a review of the team’s type table, we turned to the first exercise in the handout below. After each group generated their work, we did a report out, discussing what the different attitude pairs look like to each other, the benefits that each brings to team communication, and the possible risks when each is overdone.

While several lightbulbs went off during the day, here are some key actions that the team identified as a result of the exercise and discussion:

• The team decided to make more active use of e-mail to help summarize key points and action items for team meetings: a communication tip offered by the IJ group.  In turn, the IJs agreed not to rely so exclusively on e-mail, as often they assume their messages had been read and accepted, when they have not been.
• The physical layout of the office dramatically impedes casual communication, with narrow hallways, high walls, multiple doors, and no windows.  The EJs and EPs realized that to cope, they have been scheduling lots of meetings just to connect and regain energy!  The team agreed to talk more openly about why meetings are being convened, and to be more flexible about who needs to attend.  They will also take greater advantage of the courtyard outside the building for informal conversations to support energy needs.
• The EPs that report to IJs learned that while their energy and easy flow of ideas is seen as positive, when the flow goes on too long, the impact of the words are lost, and they start losing credibility instead of gaining it.  Team members agreed to more actively check in with others when presenting or talking through ideas – to check if the conversation is having the intended impact.
• The team acknowledged that they were not used to the IP communication style of their new leader.  Many team members have been craving more direction and overt decision making, which is coming from the EJs, but not their leader.  This has led to confusion, and even questions about the chain of command, a particular sensitivity to the Sensing-Judgers in the group.

  While there is no “quick fix” to this, the IP leader explained what he is hoping for in terms of collaborative dialogue, and acknowledged that this was a different approach than many are used to. He committed to ”borrowing” more extraverted and judging behaviors, but also asked that the team meet him halfway – by trusting that he truly wants their input, respects the benefits of their experience, and wants them to listen to others as much as they share their own views.

For this group, the type attitude pairs served as an instantly actionable tool for better understanding and applying type to their team needs and challenges. A call from the client revealed that the discussion has actively continued after the workshop, and has already had an impact on their work processes and team spirit.  Personal growth, team development, one conversation at a time.

Download Type Attitudes Exercise, Handout, and Worksheet (PDF).

Learn more about the attitude pairs in the book Type Talk at Work or the workshop Using Type with Managers and Leaders. Contact us to bring these approaches to your organization!

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