Personality Profile by Jack Hipple

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LEADERSHIP DIFFERENCES: HOW TO MEASURE AND HOW TO USE AIChE LEADERSHIP CONFERENCE JUNE 3, 2006 HOUSTON, TX Jack Hipple Innovation-TRIZ Tampa, FL INNOVATION-TRIZ,INC.

OBJECTIVES: 

OBJECTIVES Provide a structure for thinking about the people side of leadership challenges Teach basics on measuring, appreciating, and pro-actively using style differences Learn your own style and what’s unique about it

AGENDA: 

AGENDA Introductions and Goals The People Side of Leadership Measuring Appreciating Using Exercises Questions and Summary

WHAT KIND OF AN ORGANIZATION DO YOU WANT?: 

WHAT KIND OF AN ORGANIZATION DO YOU WANT? Everyone’s a “team” player OR Everyone’s individual strengths are used at maximum energy level The latter has the potential to be more more productive, but is inherently more difficult to manage

ASSUMING YOU WANT TO DO THIS --HOW IS IT DONE?: 

ASSUMING YOU WANT TO DO THIS --HOW IS IT DONE? Recognize the differences in people and how they: relate to each other relate to the organization and its goals analyze and solve problems Don’t rely on chance or gut feel to make this happen!

HOW WE RESPOND…TO A NEAT IDEA: 

HOW WE RESPOND… TO A NEAT IDEA NOVELTY OF IDEA ATTITUDE TOWARD PERSON LOW HIGH DISLIKE LIKE

HOW WE RESPOND…: 

HOW WE RESPOND… SUPPORT ENCOURAGE NOVELTY OF IDEA ATTITUDE TOWARD PERSON HIGH LIKE

HOW WE RESPOND…: 

HOW WE RESPOND… SABOTAGE NOVELTY OF IDEA ATTITUDE TOWARD PERSON HIGH DISLIKE

HOW WE RESPOND…: 

HOW WE RESPOND… HELP NOVELTY OF IDEA ATTITUDE TOWARD PERSON LOW LIKE

HOW WE RESPOND…: 

HOW WE RESPOND… IGNORE NOVELTY OF IDEA ATTITUDE TOWARD PERSON LOW DISLIKE

SUCCESS FACTORS: NON-PERSONAL: 

SUCCESS FACTORS: NON-PERSONAL BLACK HOLE GRAND SLAM DEAD IN THE WATER LONG SHOT LOW HIGH HIGH LOW EQUIVOCALITY COMMUNICATION DISTANCE MOTIVATION

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TOOLS TO ASSIST IN UNDERSTANDING THESE DIFFERENCES IN A SCIENTIFIC WAY

ASSESSMENT TOOLS--BASED ON CARL JUNG’S WORK: 

ASSESSMENT TOOLS-- BASED ON CARL JUNG’S WORK Isabel Myers and Kathryn Briggs (e.g. MBTITM) Measures peoples’ style of interacting socially with each other Many organizations are familiar with and use this tool Many people know their “profile” It is not proactively used as much as it could be Similar tools/instruments: 16Types™, Insights™, Kiersey temperament sorter

MYERS-BRIGGS TYPE (MBTI™) ASSESSMENTS: 

MYERS-BRIGGS TYPE (MBTI™) ASSESSMENTS Assesses social style of interaction Extroverted/Introverted (E/I) Sensing/Intuitive (S/N)—how we take in/see information Thinking/Feeling (T/F)—how we analyze information and data Judging/Perceiving (J/P) Example: ESTJ/INTP Note: Characteristics not uniformly distributed (ex: 75% “S”, 25% “N”) ™MBTI is a registered trademark of CAPT

Extroversion/Introversion: 

Extroversion/Introversion A person’s preferred style of interaction with the outside world and others (inward or outward focused) Question: How would an “E” leader behave vs. an “I” in the same role? Question: How would these two different style deal with challenges? Note: Specific response patterns that are predictable when non-preferred style is forced for long periods of time! (Inferior Function) STRESS

Sensory/iNtuitive: 

Sensory/iNtuitive A person’s preferred style for gathering and analyzing information Hard facts, data vs. big picture, possibilities Question: How would this trait affect how the information is gathered to assist in dealing with problems and issues?

Thinking/Feeling: 

Thinking/Feeling Question: How would these two types of people analyze trends and impacts? How an individual or organization processes information (after they have received it) and makes decisions Impersonal analytical process or one which takes into account people impact and issues

Judging/Perceiving: 

Judging/Perceiving A person’s or organization’s preferred process for decision making Closure vs. options Question: How would this trait affect how a person or organization planned changes?

DISTRIBUTION OF EXECUTIVES: 

DISTRIBUTION OF EXECUTIVES 84% are TJ’s, 60% are STJ’s

DISTRIBUTION OF EXECUTIVES: 

DISTRIBUTION OF EXECUTIVES Why aren’t these people execs?

DISTRIBUTION OF TRAINING AND EDUCATION SPECIALISTS:WHAT ARE SOME DIFERENCES?: 

DISTRIBUTION OF TRAINING AND EDUCATION SPECIALISTS: WHAT ARE SOME DIFERENCES? 80% are N,F combinations

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EXERCISE: YOUR SECTION MEETING ATTENDANCE HAS DROPPED 50% IN THE PAST YEAR AND DUES PAYING MEMBERSHIP HAS DECLINED WHAT SHOULD YOU DO? Heather, Alan, Stephen S. Gannon, John, Patricia

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16TYPES™ PROFILES AND GROUP PROFILE

OUR DISTRIBUTION:CONCERNS? : 

OUR DISTRIBUTION: CONCERNS?

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90% T’s 10% F’s (2 OF 3 ARE I’s) 30% N’s

HOW TO USE….: 

HOW TO USE…. Make sure everyone is involved—do you have all the input (E vs. I, T/F)? “Level” of problem definition and solution? Details (N, S)? 40/60 in our group Idea implementation Long term vs. short term (J/P)? Impact of solutions (T/F)

N/S CONFLICTS: 

N/S CONFLICTS Facts vs. impressions and gut feel Identifying areas for innovation Evaluating ideas and markets Defining the project and objectives Analysis of customer information and conversations

THE N/S CONFLICT IN GOAL DEFINITION: 

THE N/S CONFLICT IN GOAL DEFINITION We want a breakthrough in the process for manufacturing XYZ An “S” might define this as a 10% cost reduction that can be achieved in two months An “N” might define this as an entirely new process which reduced manufacturing cost by 30% and achievable only through major new capital investment Without communication early, major disconnect results

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HOW ARE YOUR GOALS BEING INTERPRETED?

THE T/F CONFLICT: 

THE T/F CONFLICT Describe a leaf John vs. James Describe, in general, the challenge we face

THE T/F CONFLICT: 

THE T/F CONFLICT Data and facts vs. people impact Both are important! Both need to be considered Priorities are different by individual

DISCUSSION…..: 

DISCUSSION….. WE’VE DISCUSSED ASPECTS OF INTERACTING WITH PEOPLE….NOW LET’S DISCUSS HOW WE ANALYZE AND SOLVE (INTERACT WITH) PROBLEMS

INNOVATION STYLES: 

INNOVATION STYLES Can be measured in the same way that social styles can be measured with Myers Briggs Kirton KAI™ (www.kaicentre.com) and Orchestra 2000™ instruments Measures STYLE of creativity innovative vs. adaptive rule and group conformity efficiency

PROBLEM SOLVING STYLE: 

PROBLEM SOLVING STYLE Observation: Some people come up with ideas from nowhere Others seem to need stimulus Some people need and provide structure in their environment, other prefer not to have any or don’t care Some people want to know what the “rules” are, others could care less

EXAMPLES OF QUESTIONS: 

EXAMPLES OF QUESTIONS How easy or difficult is it for you to present your self, long term, consistently, as someone who: conforms? enjoys detailed work? is stimulating? is predictable?

OUTPUT FROM KAI™: 

OUTPUT FROM KAI™ A result ranging from 32-160, with the “norm” around 90 and 2 sigma deviation from 70-120 Sub-scores in originality, rule/group conformity, and efficiency add to give total There can be variation in some of these sub-scores

THE KAI CONTINUUM:3 SUB PREFERENCES: 

THE KAI CONTINUUM: 3 SUB PREFERENCES Builder Adaptive Pioneer Innovative O R E KAI 32 96 160 ORIGINALITY EFICIENCY RULE AND GROUP CONFORMITY

PROBLEM DEFINITION: 

Paradigm Adapter Accepts Focuses on Reality “Doing Things Better” Paradigm Innovator Challenges Focuses on Possibilities “Doing Things Differently” PROBLEM DEFINITION

GROUP SEPARATION: 

GROUP SEPARATION Group 1 Anthony, Erica, Jennifer, Lauren, Barb, Heather, S. Gannon Group 2 John, P. Burban, Tom, Maria, Felix, Wendy, Brian, Tom Marreno, Patricia Group 3 Stephen, Scott, Szymon, Matt, Mark, Colleen, James, Andy Group 4 Frank, Alan, Sanjeev, Marian, Shane, Kenneth

CREATIVE PROBLEM--GROUP EXERCISE: 

CREATIVE PROBLEM-- GROUP EXERCISE “You are plant manager of a tea bag factory which has just lost its major customer, accounting for 50% of its business: What do you do? S. Gryskiewicz, CCL

WHY IS THIS DIFFERENCE IMPORTANT?: 

WHY IS THIS DIFFERENCE IMPORTANT? I HAVE AN IS THAT NEEDS TO BE ADDRESED WITHIN MY LOCAL SECTION—HOW SHOULD I ADDRESS IT?

CREATIVE AND PROBLEM SOLVING STYLES: 

CREATIVE AND PROBLEM SOLVING STYLES Adaptor Innovator

ADAPTERS: 

ADAPTERS Generate ideas that fit into the current paradigm They tend to associate existing elements to optimize current systems

INNOVATORS: 

INNOVATORS They tend to bisociate elements from all over to develop a new way of looking at things Generate ideas that may not fit into current paradigms

ADAPTER: 

ADAPTER Seen as: Disciplined Precise Reliable Efficient Sound Seeks solutions using tried and understood ways Liable to make goals of means Is authority within a given structure Able to maintain high accuracy in long spells of detailed work Methodical Prudent Conforming Dependable Organized

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“Why, they’re lighting their arrows... Can they do that?” AN EXTREME ADAPTER

INNOVATOR: 

INNOVATOR Seen as: Spontaneous Energetic Unconventional Catalyst Approaches tasks from unexpected angles Cuts across current paradigms Treats means with little regard Tends to take control in unstructured situations Capable of detailed routine work for short bursts of time Ingenious Creating Dissonance Independent Capricious Risk-Taker

Slide48: 

“Wait! Wait! Listen to me! We don’t just have to be sheep!” AN EXTREME INNOVATOR

Slide49: 

QUESTION---DO YOU WANT EVERYONE TO BE AN “INNOVATOR”?

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PROFILE OF GROUP

PROFILE OF OUR GROUP : 

PROFILE OF OUR GROUP NUMBER

KAI SUBSCALES: 

KAI SUBSCALES Originality Rule/Group Conformity Efficiency Understanding the subscales provides valuable insight into the behavioral manifestation of creative styles

KAI SUBSCALES: 

KAI SUBSCALES Originality Creation of Ideas: Approach to new technology Adapters Offer a sufficient number of ideas Will self-censor irrelevant ideas Innovators Generate large numbers of ideas Toy with ideas that may or may not be relevant EASIER COMMUNICATION IF SIMILAR STYLES

KAI SUBSCALES: 

KAI SUBSCALES Rule/Group Conformity Sensitivity to Rules and Group Consensus: Trust and Strategizing Adapters Seek to build and maintain group consensus Demonstrate respect and appreciation for rules and norms Innovators Prefer to rock the boat Are irreverent/insensitive to norms and rules

KAI SUBSCALES: 

KAI SUBSCALES Efficiency Development of Systems and Structures: Collabortion Adapters Create systems that are external to the creator (and visible to others) Innovators Create systems that are internal to the creator (and invisible to others)

IMPLICATIONS OF KAI THEORY: 

IMPLICATIONS OF KAI THEORY Problem-Solving Style Why some people can’t hear ideas that others express Why some people can’t express ideas so others can hear them

LEADERSHIP IMPLICATIONS: 

LEADERSHIP IMPLICATIONS Adapting Style Accepts corporate orientation Prefers challenges that are low risk Focuses on the implementable and profitable

LEADERSHIP IMPLICATIONS: 

LEADERSHIP IMPLICATIONS Innovating Style Challenges corporate orientation Prefers challenges that are high risk Focuses on long-term profitability (Survival)

IN OUR GROUP…: 

IN OUR GROUP… Range from 47 to 144!! (Anthony, Kenneth)

IMPACT OF KAI DIFFERENCES: 

IMPACT OF KAI DIFFERENCES Difficulty in agreeing on objectives When someone says they want innovation, do they mean faster delivery of existing product or an entirely new business concept? Impact of CORPORATE KAI profile Closure on issues Is there a time frame or deadline? Meeting and process protocols Caring about what others think

SAME MBTI, BIG ∆ KAI: 

SAME MBTI, BIG ∆ KAI Heather and Alan, ESTJ’s: but 77 vs 125 KAI Note: Friction at 15-20, “warfare” at 30+

SAME KAI, BIG ∆ MBTI: 

SAME KAI, BIG ∆ MBTI Patricia and Wendy : 97/101 KAI but ISFP vs. ENTJ

BIGGEST OVERALL DELTA PRIZE: 

BIGGEST OVERALL DELTA PRIZE Anthony and Kenneth

CONCLUSIONS: 

CONCLUSIONS Aspects of how people deal with their external world and problems can be measured These characteristics can be proactively applied in organizational leadership

WHAT CAN WE DO?: 

WHAT CAN WE DO? Try to make everyone alike Note: it takes much energy to be different than you are--energy that can more effectively used to achieve organizational goals “You’re not a team player”--what if football and baseball players all had the same skills and played any position at random? Use the differences pro-actively with awareness and sensitivity

PROACTIVELY USING MYERS BRIGGS DIFFERENCES: 

PROACTIVELY USING MYERS BRIGGS DIFFERENCES AWARENESS In team settings (ask!) In different types of projects In sequence of use S, N, T, F

PROACTIVELY USING KAI DIFFERENCES: 

PROACTIVELY USING KAI DIFFERENCES At different project stages Short term/long term In separate groups to gain differing perspectives With different types of clients and collaborators Ex: PDMA presentations re: joint ventures

IN SUMMARY….: 

IN SUMMARY…. An organization’s intellectual strength is embodied in its people People are different and these differences can be measured and used proactively to improve project and team results Using these tools must be done intelligently

THANK YOU!: 

THANK YOU! For your listening For your input Hope this is of help to you in your leadership challenges!

QUESTIONS AND FOLLOW UP: 

QUESTIONS AND FOLLOW UP Jack Hipple Innovation-TRIZ Tampa, FL 813-994-9999 www.innovation-triz.com