MBTI as Conflict Management Tool
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''Written by Anna Hessellund Diedrichsen'' | ''Written by Anna Hessellund Diedrichsen'' | ||
== Abstract == | == Abstract == | ||
| − | Conflicts between stakeholders | + | Conflicts are inevitable between stakeholders defined as individuals who are affected by a decision, activity or output of project management according to PMI standard <ref name="PMI"/>. In project, and program management, effective conflict management is key which can be supported by the application of Myers–Briggs Type Indicator(MBTI) to provide the project manager with insightful knowledge to understand differentiation in personality . |
| − | + | The article focusses on the application and benefits of MBTI in project and program management from a practical point view. Firstly, the concept of MBTI is clarified emphasising the MBTI assessment as an instrument indicating the way an individual receives information and makes decisions <ref name="MBTI"/>. The four preferences are considered, Extraversion vs. Introversion, Sensing vs. Intuition, Thinking vs Feeling and Judging vs. Perceiving, which are combined. The result is a four letter personal MBTI type meaning an individual is assigned to one of the 16 different possible types. Secondly, the article defends the application of MBTI as the tool provides the power to understand behaviour patterns to predict and mitigate conflicts. | |
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| + | Lastly, a reflection and limitations of MBTI are discussed. Concerns about reliability and validity are questioning. Firstly, the accuracy of MBTI is questioning since individuals may get different results when retaking the test. Secondly, MBTI arises critique using a binary measurement , hence not advanced enough. Important to state is that a project manager’s interpretation and prediction of an individual must not be limited to the MBTI result. Human are complex and needs changes, however the essential personal preferences are only likely to change minimally over time. | ||
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== Myers–Briggs Type Indicator (MBTI) == | == Myers–Briggs Type Indicator (MBTI) == | ||
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== Application of MBTI == | == Application of MBTI == | ||
| − | === A relation to Project | + | === A relation to Project Management === |
| − | === | + | === A relation to Program Management === |
| − | === | + | === Prerequisites for applying MBTI === |
Project management <ref name="PMI"/> | Project management <ref name="PMI"/> | ||
Revision as of 12:01, 16 February 2023
Written by Anna Hessellund Diedrichsen
Contents |
Abstract
Conflicts are inevitable between stakeholders defined as individuals who are affected by a decision, activity or output of project management according to PMI standard [1]. In project, and program management, effective conflict management is key which can be supported by the application of Myers–Briggs Type Indicator(MBTI) to provide the project manager with insightful knowledge to understand differentiation in personality .
The article focusses on the application and benefits of MBTI in project and program management from a practical point view. Firstly, the concept of MBTI is clarified emphasising the MBTI assessment as an instrument indicating the way an individual receives information and makes decisions [2]. The four preferences are considered, Extraversion vs. Introversion, Sensing vs. Intuition, Thinking vs Feeling and Judging vs. Perceiving, which are combined. The result is a four letter personal MBTI type meaning an individual is assigned to one of the 16 different possible types. Secondly, the article defends the application of MBTI as the tool provides the power to understand behaviour patterns to predict and mitigate conflicts.
Lastly, a reflection and limitations of MBTI are discussed. Concerns about reliability and validity are questioning. Firstly, the accuracy of MBTI is questioning since individuals may get different results when retaking the test. Secondly, MBTI arises critique using a binary measurement , hence not advanced enough. Important to state is that a project manager’s interpretation and prediction of an individual must not be limited to the MBTI result. Human are complex and needs changes, however the essential personal preferences are only likely to change minimally over time.
Myers–Briggs Type Indicator (MBTI)
The Concept
Components of MBTI
Application of MBTI
A relation to Project Management
A relation to Program Management
Prerequisites for applying MBTI
Project management [1]
Reflection and Limitations
Reliability and Validation
Universal assessment and vary from Europe and the US.
Critique
Other tools
The Belbin Test
DiSC Personality Test
Conclusion
Annotated bibliography
References
- ↑ 1.0 1.1 Project Management Institute, Inc.. (2021). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (7th Edition). Project Management Institute, Inc. (PMI). Retrieved from https://app-knovel-com.proxy.findit.cvt.dk/kn/resources/kpSPMAGPMP/toc
- ↑ Retrieved from www.mbtitype.com
