This is one of those
bitter-sweet times…we are almost at the end of our journey for 632, which I am
glad to be down to one class soon, but I am so sad that the learning on the
subject will formally end. This week, we had the opportunity to complete some
reflective analysis. One of my favorite things is the MBTI personality
indicator testing. I jumped at the chance to take the one made available on the
HumanMetrics website this afternoon.
My results really haven’t
changed much over the coursework of MSLD experiences; I am still seen as an “ENJF”
which demonstrated that 47% of my personality is based upon extroversion
interactions, 9% was based upon intuition, 28% based on my feelings of a person
or situation, and 3% based on judgment (Humanmetrics, Inc.,
2015) .
Overall, I have a preference for extroversion, versus introversion, which
anyone who knows me, knows this was not a surprise. It also indicated that I have
a “…slight preference of Intuition over Sensing” (Humanmetrics, Inc., 2015) and that I have a
moderate inclination of feeling over thinking. This was the one area that
surprised me more than the others; I do a great deal of decision based
analytical thinking, or so I thought, over doing so based on feeling. That is
one small example of what I love about taking this kind of time for reflection,
which is something I rarely have the opportunity to do.
I think on an annual
basis, one thing that I can do is actually make the time to reflect upon not
only my leadership style and preferences, but also seek out what areas my team
would like me to develop more inclinations towards; that way I am not only
actively seeking out 360-degree feedback, but also letting others know that I care
about their views and how I impact them on a daily basis. Leadership requires
that we are constantly rebalancing our viewpoints, as well as refocusing our
frames.
For example, I consider my natural style
of leadership to be somewhat a more participative style. I do my best to ask
for the input of others to help myself and the team generate a thorough
decision making process. In my 632 class, I recently discovered that I like the
idea of the portfolio perspective when making decisions. This is because I am analytical
in nature, and this method allows for the exploration of “…sets of options…and
evaluate the net result of…combinations…” (Hoch et al., 2001, p. 150) rather
than only reviewing one option at a time.
By learning to take the best from both
worlds, it allows leaders to find the right combination, not the right answer
from a group of choices. The challenges I see with this option is that this
methodology can be time consuming and never ending; not all decisions have
ample time for review, nor can all information be reviewed to find the optimal
answer, and the choices may then become an endless wish list. This also reminds
me of the need to speak the frame language of others. By learning to strike a
chord with the other members needs, I can “align” my message with the frame
necessary to gain critical buy-in (Hoch et al., 2001, p. 153).
All in all, I couldn’t
be happier to be at the end of the course work for purely selfish reasons, but
reflection is one of the most valuable tools I have learned to apply in my
personal and professional life going forward. The trick is really going to be
to make the conscious effort to carve out dedicated time in which to do so.
Until we blog again!
Reference
Hoch, S. J., Kunreuther, H. C., & Gunther,
R. E. (2001). Wharton on Making
Decisions. Danvers:
John Wiley & Sons, Inc.
Humanmetrics, Inc. (2015). Humanmetrics Jung
Typology Test™. Retrieved December 08, 2015, from Humanmetrics.com:
http://www.humanmetrics.com/hr/jtypesresult.aspx?EI=47&SN=-9&TF=-28&JP=3
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