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