TeamMark Similarities

TeamMark - Similarities and Differences

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Similarities and Differences



Extraversion (E) and Introversion (I) Preference;

Where We Prefer To Focus Our Attention



Es: Energy Directed Outward. Es tend to focus on the outer world of people and external events. They receive energy from external experiences and interactions.





Your Team is 73 percent Extraversion.

General population is 45-53 percent.

Is: Energy Directed Inward. Is tend to focus on their inner world of ideas and experiences. They receive energy from their internal thoughts, feelings, and reflections.





Your Team is 27 percent Introversion.

General population is 47-55 percent.



·         Those members on your team who share the Extraversion preference will be comfortable in face to face dialogue, small talk, thinking on their feet, talking about the process, dealing with or confronting conflicts as they arise.

·         Introverts tend to be reserved and questioning. They like quiet for concentration and dislike intrusions and interruptions.

·         It takes two Introverts for every Extravert on a team to create balance; therefore, the Extraverts on this team will need to remember there will be Introverts in other working relationships that they are involved. It is important that Introverts be given time to reflect, to think things through before asking for their input. Do not interpret their silence as disinterest or nothing to give. If you do, they may feel ignored, withdraw, and fail to contribute.

·         Extraverts in conflict with one another may need to find a way they both can feel heard. In particularly tense or difficult situations, a “cooling-off period” which provides some time to reflect and analyze may be advisable.

Providing Respect

Extraverts are sometimes accused of not listening. However, it appears that most adults in the corporate world are terrible listeners. We feel so busy that we don’t have the patience to listen. We want to get our point across, so we sell our ideas rather than attend to what the other person is saying. You must show respect in order to have a positive impact on relationships. The basic way we show respect to others is by listening to them.

We need to reclaim the understanding that listening is a two-phase process: description, then judgment, data gathering, then decision-making. Listening to someone does not mean you necessarily agree with what he/she is saying; it is simply a matter of showing respect. Below are some tips for improving your listening skills.

Tips on Being a Good Listener

·         First, you must really want to listen!

·         Pay attention and show you are paying attention.

·         Listen for content and then for meaning. Describe what you hear and

           then attempt to state what that means to you and how you react to it.

·         Try not to interrupt too often.

·         Try not to argue mentally.

·         Feelings are not “right” or “wrong,” so avoid telling the person, “You

           should or shouldn’t feel (angry, disappointed, or sad).”

·         Remember who you are responding to and take their needs into account.

·         When you do make a judgment statement, separate what you think of

           the person from what you think of the person’s behavior or opinions.

·         Be aware of “nonverbal” signals.

·         Clarify things and check things out instead of making assumptions.

·         It is sometimes helpful to report your own feelings. This can create a

           supportive and open atmosphere.

·         Remember, you will never be a perfect listener, however, this does not

           mean you shouldn’t make a significant effort to improve your listening

           abilities.

Sensing (S) and Intuitor (N) Preference;

How We Take In Information, Find Out About Things

The Sensing person prefers to gather information in a precise and exact manner.

Your Team is 64 percent Sensing.

General population is 66-74 percent.

The Intuitive person prefers to gather information in a novel or inspired manner.

Your Team is 36 percent Intuitor.

General population is 26-34 percent.

·         Intuiting types can benefit from the natural inclination of Sensing types to keep discussion focused on the present. Sensors tend to bring up the pertinent facts in discussions. They want to face the realities of the current situation and what needs attention now. Intuitors tend to focus on new possibilities. They like to anticipate future trends and focus on long-term goals.

·     Sensing types face difficulties with realism. Intuitors face possibilities with excitement. Intuitors anticipate the joys of the future. Sensing types stay aware of the joys of the present.

·     Intuitors are interested in reaching general conclusions and inferring the overall meaning. They may need to make sure they have enough information about the reality of what happened to support their views and conclusions.

·     A team’s differences on the Sensing/Intuition (S-N) scale may be a source of conflict as the team struggles with identifying what the problems really are and the best way to go about resolving them.

·      When more of your team indicated a preference for Intuition, your team is likely to deal with conflict by trying to comprehend and delve into the significance of what has happened and propose general solutions which may seem vague to those team members whose preference is Sensing.

·     When more of your team indicated a preference for Sensing than for Intuition, your team is likely to deal with conflict by carefully reviewing or replaying what happened (the exact sequence of events or conversation), believing that the facts will speak for themselves.

·      Use the Sensing types on your team to bring up pertinent facts, keep track of the essential details, and read the fine print in the contract.

·     Use the Intuitive types to bring up new possibilities, supply ingenuity on problems, and tackle difficulties with zest and enthusiasm.

·     When Sensing types and Intuitive types have conflict, it may be helpful for them to agree on a process that will encompass both parties’ preferred kind of information. A possible beginning would be to clarify each person’s view of what took place and then move on to search for recurring issues or themes and to generate alternative courses of action.

Thinking (T) and Feeling (F) Preference;

How We Make Decisions



The Thinking person seeks general truths and objectivity when making decisions.

Your Team is 55 percent Thinking.

General population is 40-50 percent.

The Feeling person seeks individual and interpersonal harmony when making decisions.

Your Team is 45 percent Feeling.

General population is 50-60 percent.

·         Preferences on the Thinking/Feeling (T-F) scale are related to how much people are willing to give or take in a conflict.

·         Thinkers accept that conflict is a normal part of work and don’t necessarily expect or need it to be resolved, and may not consider it urgent to deal with conflict. Often Thinkers are unaware that others are experiencing strife and may be uncomfortable dealing with the people aspects of conflict. They will want to work toward solutions that are fair and based on principles that can be applied in similar situations.

·         Feelers are often the first to be aware that there is conflict on a team. They experience conflict as disruptive to working relationships, and want to resolve it so that the team can get on with its work. Feelers will urge resolutions that feel right to those involved and respond to the particular situation. The team’s Feelers can provide valuable insight to the human elements: team harmony, relationship marketing, and client buying values.

Thinking

Feeling

Use logical analysis to reach conclusions

Use values to reach conclusions

Want mutual respect among colleagues

Want harmony and support among colleagues

May hurt people’s feelings without   knowing it

Enjoy pleasing people, even in unimportant things

Tend to decide impersonally, sometimes paying insufficient attention to people’s wishes

Often let decisions be influenced by their own and other people’s likes and dislikes

Tend to be firm-minded and can give criticism when appropriate

Tend to be sympathetic and dislike, even avoid, telling people unpleasant things

Look at principles involved in the situation

Look at the underlying values in the situation

Feel rewarded when job is done well

Feel rewarded when people’s needs

are met

·         Thinkers’ emphasis will be on business-oriented factors and Feelers will want to include people-oriented concerns. Efforts to improve the interaction process between the types (Thinkers whose directness may be perceived as too blunt and the Feelers whose search for harmony and common ground may be interpreted as too sensitive and beating around the bush) can be successful when each member adjusts his/her communication style, and uses one another’s vocabulary when appropriate.

·         When more members of your team indicate a preference for Thinking than for Feeling, team members may deal with conflict by asserting their own position. Conflicts may be approached as a win/lose interaction, with each person wanting to gain or take something and give little. Competition may make the conflict more intense.

Judging (J) and Perceiving (P) Preference;

How We Orient Toward the Outer World



The Judging person wants to come to closure and act on the decision.

Your Team is 68 percent Judging.

General population is 54-60 percent.

The Perceiving person prefers to remain open and adapt to new information.

Your Team is 32 percent Perceiving.

General population is 40-46 percent.

·         Do you like things settled and ordered? Do you consider deadlines serious? That’s a Judging person. Do you like things flexible and open? Do you consider deadlines elastic? That’s a Perceiving person.

·         Expect the members with the Judging preference to work best when there is a plan and the plan is followed. Given they like to get things settled and finished, they may decide things too quickly. They may deal with conflict by quickly forming an opinion and then sticking to it with little indication that they are willing to compromise. If they do decide to change their minds, the change may seem abrupt.

·         Look to the team members with the Perceiving preference for creative ideas, new methods, and processes. Perceivers thrive in a flexible, self-paced, fun environment. Action-oriented and quick, they are open to various viewpoints and evaluating alternative solutions before moving to conclusions. They are most comfortable leaving things open for alternations, or may change decisions as additional information becomes available. The Perceivers on the team will appreciate responsibilities that offer variety. They will be more responsive to meeting formats that allow for flexibility and fun. The Perceivers will plan the celebration party for a project completed!

·         When your team is evenly split, balance how you get things done as a group. Give your Perceivers permission to focus on what they do best: processes, options, and openings. But put your Judging members at the flip chart to write the action items, assign responsibility, and set deadlines. They’ll keep you on task.

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