Personality types
Several models for identifying personality types (e g. Myers-Briggs, Enneagram, DISC) have proven their value in helping people to understand their own strengths and weaknesses and as a tool for understanding and alignment in the development of high- performing teams.
There is a potential danger to using personality profiles, however. We have come across quite a few cases where (possibly inappropriate) use of the personality models seemed to have an adverse effect on people's personal development and functioning in teams.
The danger is that personality profiles are taken to be deterministic ( i.e. this is how I am) rather than preferential (i.e. this is how I tend to behave). The deterministic interpretation can lead people to be locked into certain roles and behaviours and 'freeze' the group's dynamics rather than stimulate change and development. The established personality types can become an excuse for less effective behaviour both of oneself and of others (“that's just the way we are”) and prevent people from challenging themselves and others to push their own boundaries and break through perceived limitations.
We believe it is important to treat personality profiling in a well-balanced and positive manner and essentially as a development tool. It is certainly useful to be aware of one's tendencies and preferences. This promotes self-awareness and accurate self assessment — which are the corner-stones of Emotional Intelligence — and can form a base for further development. Knowing the same of others can certainly help in clarifying reactions and improving mutual understanding, for instance through the realisation that miscommunications can arise from differences in personal style. Personality profiling – used wisely - can be a strong tool in promoting communication, mutual tolerance and respect for diversity in teams.
To accept the established profiles as a given however, and to stop there, is to relinquish the power of the individual to determine their own growth and development.
