A Psychometric approach to improve team effectiveness: A case study Andries Zeeman For: The Conference Hub June 2010
A Psychometric approach to improve team effectiveness: A case study
Andries ZeemanFor: The Conference Hub
June 2010
Psychometrics
• Overview– Introduction– The dysfunctional team– First steps towards a solution– Psychometric Instruments– The different profiles– The solution
Introduction
• What is a Psychometric Test?
Any standardized procedure for measuring sensitivity or memory or intelligence or aptitude or personality or other psychological phenomenon in a person or
group of persons
Introduction
• What purpose does a psychometric test serve?– Creates a picture of human behaviour, current and
predicted– Gives a clear indication of how people act, react and
communicate – Gives insight into the way people assimilate and
process information
The dysfunctional team – A management view
The Dysfunctional Team
• Constant conflict– Everybody blamed somebody else– ‘Shouting matches’ between colleagues– ‘Shouting matches’ between the dysfunctional
department employees and other departments’ employees
– Employees were very defensive about almost all aspects of their work life
The Dysfunctional Team
• Poor communication– Employees were unwilling to give information to other
employees– Employees not communicating to the manager on any
non-critical issues– Employees not communicating with other
departments
The Dysfunctional Team
• Poor performance– Employees not reaching targets– Department not reaching targets– Manager very concerned about this
First steps towards a solution
First Steps
• General consultation with all participants– Remind everybody of the problems they are
experiencing– Introducing the Psychologist– The psychologist explaining his role
• Individual consultations with employees– What exactly frustrates them or makes them angry?
First Steps
• Have a look at internal systems– Are any systems dysfunctional – Do any systems create an unnecessary level of
frustration?
First Steps
• Result– The problems were virtually all interpersonal
problems– Problems seem to have started after a restructuring
exercise • Old teams broken up• New teams formed with existing managers also in new roles
The Psychometric Instruments
Psychometric Instruments
• DISC– Very well suited for team work– Measures behaviour– Well suited for personality conflict resolution
• Myers-Briggs Type Indicator (MBTI)– Classifies personality in one of 16 basic types– Very accurate for personality clarification– Ease of understanding for lay people
Psychometric Instruments
• Values & Motives Inventory (Psytech)– Useful in conjunction with personality and ability tests– Measures both intrinsic and extrinsic values &
motives
Psychometric Instruments (Detail)
• DISC– Dominance– Influence– Steadiness– Compliance
D I S C
Dominance Influence Steadiness Compliance
generally proactive and extravert generally reactive and introvert
decisive, dominant, self-assured, forceful, task-orientated, instigates, leads and directs
motivates others via influence and persuasion, good communication skills, presents well, friendly, affable, inspires others, intuitive, gregarious, friendly
reliable, dependable, process-orientated, listener, friendly, trustworthy, solid, ethical, finishes what others start and leave, methodical, decides according to process
painstaking, investigative, curious, decides using facts and figures, correct, checker, detailed,
things people people things
motivated by responsibility and achievement
motivated by recognition and personal approval
motivated by time, space and continuity to do things properly
motivated by attention to detail, perfection and truth
strong focus on task and forceful style can upset people
emphasis on image can neglect substance
dependence on process can become resistance
need for perfection can delay or obstruct
fears failure and loss of power
fears rejection and loss of reputation
fears insecurity and change
fears inaccuracy and unpredictability
www.businessballs.com
DISC
• Measures the following:– How a person solves problems and responds to
challenges– How a person attempts to influence or persuade
others– The pace at which a person responds to change– How a person responds to rules and regulations
Myers-Briggs Type Indicator
MBTI
• Measures the following:– Introversion (I)
• Inner world of thoughts & concepts
– Extraversion (E)• Outer world (reality)
MBTI
• Measures the following:– Sensing (S)
• Using basic facts
– Intuition (N)• Interpretation and adding of meaning
MBTI
• Measures the following:– Thinking (T)
• Logic and consistency
– Feeling (F)• People and special circumstances
MBTI
• Measures the following:– Judging (J)
• Get things decided
– Perceiving (P)• Stay open to new information and options
MBTI
ISTJ ISFJ INFJ INTJ
ISTP ISFP INFP INTP
ESTP ESFP ENFP ENTP
ESTJ ESFJ ENFJ ENTJ
Values & Motives Inventory
Values & Motives Inventory
• Measures the following:– Interpersonal Values (Relations with other people)
• Altruism - Generous and helpful• Affiliation - Great deal of contact with other people• Affection - Liking others, showing warmth & affection
Values & Motives Inventory
• Measures the following:– Extrinsic Values (Motivating factors at work)
• Achievement - Want to excel in everything they do• Financial - Desires the trappings of wealth• Security – Predictable routine • Aesthetics - Appreciate cultural activities
Values & Motives Inventory
• Measures the following:– Intrinsic Values (Personal beliefs and attitudes)
• Morality - Personal integrity• Traditional - Great respect for authority• Independence - Stands up for their own views• Ethical - ‘Higher order’ view of the world, not materialistic
The different profiles
The Profiles
• Cautionary note– The Health Professions Council of South Africa’s
Code of Ethics prohibits:• Presentation of the actual profiles of the individuals• The identification of individuals
Profiles
• 7 employees tested– 6 male staff members
• More or less equal qualifications & experience named:• Mr. Wunn, Mr. Tu, Mr. Fwee, Mr. Forr, Mr. Fayeef, Mr. Sikhs
– 1 male manager– Only the manager and the 3 most impactful
employees discussed in this presentation
Profiles
• Mr. Manager– DISC Profile
• Highest (D)ominance, 2nd highest (C)onscientiousness• Focus on goals rather than people.• Instructs, does not ask readily• Energetic & busy• Persistent
Profiles
• Mr. Manager continued– MBTI type
• (I)ntroverted I(N)tuitive (T)hinking (J)udging - INTJ• High standards of competence and performance• Great drive for implementing their own goals• Very quick to spot patterns in external events• Very independent
Profiles
• Mr. Manager continued– VMI indicators
• Achievement – very high score• Altruism – low score
Profiles
• Mr. Manager continued– Basic interpretation
• Demands a huge amount of effort from himself and his staff• Not particularly interested in his staff’s problems• People focus is low, goal focus is high• Personal interaction is ‘all business’
Profiles
• Mr. Wunn– DISC profile
• Highest (C)onscientiousness, 2nd highest (D)ominance on DISC
• Focus on goals rather than people.• Instructs, does not ask• Energetic & busy• Persistent
Profiles
• Mr. Wunn continued– MBTI type
• (I)ntroverted I(N)tuitive (T)hinking (J)udging - INTJ• High standards of competence and performance• Great drive for implementing their own goals• Very quick to spot patterns in external events• Very independent
Profiles
• Mr. Wunn continued– VMI indicators
• Independence - high score• Financial – high score
Profiles
• Mr. Wunn continued– Basic interpretation
• Wants to be left alone to do his job his own way• Wants financial rewards• Not very cooperative with colleagues
Profiles
• Mr. Tu– DISC profile
• High (I)nfluence on DISC• Friendly• Affable• Persuasive • Inspires others• Needs personal recognition
Profiles
• Mr. Tu – MBTI type
• (E)xtraverted (S)ensing (F)eeling (J)udging - ESFJ• Conscientious and cooperative• Completes tasks accurately and on time• Focused on other people’s needs• Wants appreciation for contributions
Profiles
• Mr. Tu continued– VMI indicators
• Altruism – high score• Aesthetics – high score
Profiles
• Mr. Tu continued– Basic interpretation
• Needs a lot of interaction with others• Loves harmony and peace• Likes to cooperate with others to reach a goal• Wants verbal recognition and appreciation
Profiles
• Mr. Sikhs– DISC profile
• Highest (D)ominance, 2nd highest (I)nfluence• Self-assured• Natural leader• Extrovert
Profiles
• Mr. Sikhs continued– MBTI type
• (E)xtraverted, I(N)tuitive (T)hinking (J)udging – ENTJ• Assumes leadership easily• Enjoys long term planning• Perceived as very forceful when presenting ideas
Profiles
• Mr. Sikhs continued– VMI indicators
• Achievement – high score• Moral values – high score
Profiles
• Mr. Sikhs– Basic interpretation
• Natural leader• Strong personality• Needs interaction with people• Needs to plan longer term
The solution
Solution
• Team solution– Discussed their profiles openly with them– Discussed the pros & cons of each personality profile– A lot of emphasis was placed on:
• No personality traits are bad• The need to adjust the approach used for different
personalities
Solution
• Mr. Manager– Needed to learn different approaches for different
people
Solution
• Mr. Manager– Let Mr. Wunn get on with his work
• Schedules and customer visits less important than results• High targets need to be set• Manage targets and not actions• Fewer feedback sessions
Solution
• Mr. Manager– Make a point of talking to Mr. Tu more regularly
• Regularly tell Mr. Tu that his contributions are valued• More quick, efficient and organised feedback sessions• Discuss Mr. Tu’s schedule and tasks with him in detail
Solution
• Mr. Manager– Allow Mr. Sikhs to make his own longer term plans
• Listen to Mr. Sikhs and learn to ask him for suggestions, rather than instruct him what to do.
• Ensure Mr. Sikhs has regular contact with customers and high targets
• Set a feedback schedule for Mr. Sikhs (with his input)• (Incidentally, Mr. Sikhs was already on a development
program within the company)
Solution
• Teach team members to communicate to INTJ– DON’T
• Tell them how to execute their tasks• Put them on the spot
– DO• Communicate facts & logic• Give them time think about facts before giving an answer• Provide deadlines and targets
Solution
• Teach team members to communicate to ESFJ– DON’T
• Give vague instructions• Cut them short on detail
– DO• Communicate a lot of detail• Outline their tasks clearly when working in teams
Solution
• Teach team members to communicate to ENTJ– DON’T
• Don’t appeal to their emotions• Don’t communicate unnecessary facts
– DO• Ensure you are prepared when discussing issues• Allow them to strategise if possible• Ask their assistance in tough decisions
Summary
• Before the intervention the team was dysfunctional• The intervention made use of psychometric instruments
to:– Determine individual behaviour and communication patterns– Assist team members to understand and adapt to the behaviours
and communication patterns of colleagues
• After the intervention– Conflict is down– Communication is much improved– Team performance is much improved
Thank You