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Let's continue with the articles on each type and how they fit into organizations. This month we'll consider ISFPs and ENTJs and examine where they might fit best and some of the possible weak spots for each.
A satisfactory workplace for an ISFP will likely include some quiet time and space for privacy. Many ISFPs like to work in a cooperative, low-key environment with courteous coworkers. They are likely to prefer work that has an immediate, practical outcome, yet provides a good measure of flexibility and job security. They usually enjoy work that focuses on helping people and includes direct interaction. Many ISFPs put great effort into taking care of others. Likewise, they will often be attuned to how the company treats its employees. They rarely want to be leaders. They usually prefer to work in a team. ISFPs are more likely to praise than criticize others.
There are a few areas where ISFPs might need to be more aware. For example, then can be too trusting or unwilling to challenge others. Sometimes, being skeptical can be useful. Since ISFPs often want to avoid conflict, they can refuse to offer critique when needed. Learning to give negative feedback can be difficult for them. Conversely, they can be too self-critical and easily offended or hurt by others. ISFPs can often benefit from learning to be more assertive and treating themselves as well as they treat others. With their here-and-now focus, they can ignore or miss future implications of current actions.
Now let's turn our attention to ENTJs. For many, a goal-oriented workplace is the best. They usually prefer to work with independent, competent colleagues who are focused on bottom-line results. ENTJs like efficiency and decisiveness. Many of them are comfortable dealing with highly complex problems, strategies, and systems-level challenges. Many ENTJs like demanding jobs where there are rewards for risk-taking, effort, and results. They frequently are good at developing careful plans, and have a tough, take-charge style. They often like to be the boss. ENTJs tend to be energetic and action-oriented, and can usually be counted on to do whatever it takes to get the job done.
Of course, there are areas that might be of concern. ENTJs are rarely praised for their sensitivity to the emotional needs of others. They can ignore the feelings of others, as well as their own. ENTJs can focus so much on the task, that they forget the human side of an issue or problem. They can be too domineering, decide too quickly, and be impatient. ENTJs can assume they have all the "right" answers, ignoring those who have different opinions. Some ENTJs fail to recognize the contributions of others, and show little appreciation or give few compliments. Sometimes they ignore pragmatic limitations in favor of their grand plans. Instead, ENTJs might need to consider all the resources available before charging off to solve the problem.
Next month we'll look at two other types and the workplace.
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One of the foundations underlying the Strong is the idea that both people and environments can be sorted into six primary areas. While it's true that most jobs and people are more complex than a single category, it's likely the case that one of the six environmental types is dominant in a workplace. The concept is that the more closely a person's personality matches his or her work environment, the more likely that person is to enjoy a career, stay in a job, or persist in developing a career.
This month we'll examine how this interaction works with Social environments and people.
Social people frequently see themselves as being patient, empathetic, and having good interpersonal skills. On the other hand, they can describe themselves as lacking mechanical skills. Others describe Social types as extroverted, agreeable, or nurturing. Social types usually value fostering the welfare of others and all forms of social service. They generally enjoy professions that involve teaching, counseling, treating, helping, or serving other people through direct personal interaction.
Social jobs share many of the same characteristics. They often involve mentoring, concern for other people, teaching, healing, or interpersonal competency. Empathy, friendliness, humanitarianism, or sociability are rewarded or expected in these jobs. Social jobs usually involve working with other people in a helpful, caring, or facilitating way. Examples of Social jobs include clergy member, guidance counselor, child care provider, elementary school teacher, or public health nurse.
Next month we'll look at another scale.
This month we'll examine some common scenarios involving change and the differences between positive and negative versions.
A common example is adding a new team member. In the good scenario, the new member will be given a thorough history of team's progress to date, as well as a clear understanding of the group's purpose. The new team member will understand why he or she was brought in to the team. Clear expectations of the new person's contributions will help him or her fit in smoothly. Likewise, the other team members will be open and forthright, sharing information freely with the new person. In the negative scenario, the new person will be met with the assumption that he or she already knows everything the current team knows. Sensitive information will not be shared, and the new person will get a sense that the group mistrusts him or her. Questions or issues the new member brings up will be dismissed as unimportant, or "we've already covered that." Any new suggestions that might overturn past decisions will be ignored.
Another common situation is when the group's purpose or focus must change. In the positive case, the upcoming change will be carefully considered and not immediately dismissed. Everyone will be clear on the need for change and will understand the impact it will have on the group. If needed, the group will add or drop members to conform to the new focus. In the negative case, changes will be dismissed as minor, so adjustments will be cosmetic or non-existent. Few group members will understand what is changing or why it's necessary. They might continue on as if everything was in the status quo. They might refuse to accept the new purpose and can leave the team altogether.
In these scenarios, the knowledge gained from using the FIRO-B with the team can bring these issues to light, as well as suggesting possible ways to deal with changes in the team.
It's easy to test your group online. There is a discount for groups over 10 people. We can set you up and have your people take their tests in a short while. Their results will come via e-mail, as for regular clients. If you'd like to find out more, just send an e-mail with the number of people and which test(s) you'd like. Write to or call (858) 571-3931. Past clients have included U.S. Post Office, Bank of America, Dow Chemical, Kaiser Permanente, and others.
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