Personality analysis can help
to ensure that well-rounded delegates sit harmoniously
at square meetings tables.
Why delegates vary
Personalities differ. Such individual, genetically-influenced
variances often become (quickly) apparent in the pressured
context of all-day meetings, but nevertheless are rarely
understood, classified, allowed for, or managed. Recognition
of such contrasting delegate types by the conference chairperson,
or by colleague participants, tends to be casual, subjective,
and merely accepted (put up with!) rather than planned
for, and therefore harnessed as a valuable resource. Whilst
the purpose of meetings is a further variable, a classic
example of a problem can be that of finding a well-rounded
role for the challenging person who always thinks out
of the square…
‘Big Five’
Academics and practising psychologists increasingly favour
Trait Theory as the general basis for understanding the
structure of personality, the processes involved, and
the differences that arise. The so-called BIG FIVE are
labelled Openness to Experience, Conscientiousness, Extraversion,
Agreeableness, and Neuroticism. These five unrelated factors
describe what we know about individual differences. Literally
thousands of expressive synonyms that characterise personality
variables can be clustered under each trait. It is proposed
here that BIG FIVE insights can be applied to make meetings
more productive through the more astute integration of
those taking part.
Action
Briefly, a self-completing questionnaire (10 minutes)
can identify a person’s predominant traits, and
it is the significantly higher and lower ‘scores’
revealed for all of the Big Five that provide the most
valuable insights, and so can provide a basis for action.
Recognised differences between people can enable misunderstandings
to be avoided, and behavioural strengths and weaknesses
to be predicted, and appropriately handled.
Note: Behaviour in meetings is not solely the outcome
of personality, but also ability, impression management,
personal values, attitudes towards the organisation,
degree of commitment, and other situational variables
such as the tone, content, and mood of the meeting,
and possible feelings of pleasure and enjoyment etc.
The pluses and minuses inherent in the make-up of the
conference chairperson also have to be taken into account.
| The Trait |
The Type |
The Team Role |
Openness to Experience
p.s. Easily
bored and could find meetings a waste of time.
Needs challenge to pursue.Can be distracted easily
by ideas |
Intelligent. Insightful. Creative.
Intuitive. Artistic.Imaginative. Divergent Thinker.
Innovative. Curious. Early adopter of new ideas.
Likes to think outside the box. Experiential. |
Brainstorming. Research. Analysis.
Problem Solving. Lateral
thinking. Innovation. Challenging
the status quo |
Concientiousness
p.s. May need initial direction
and to feel valued. Could become
over-zealous and intense. Likely to be sensitive
to those not doing their
fair bit. |
Ambitious. Determined. Self-disciplined.
Crusading. Sensible. Perfectionist. Dignified. Punctual.
Work-horse. Convergent Thinker |
Project management Logistics
Budgeting Follow-ups Personifying corporate values
… keeping people on track and the show on
the road. |
|
Extraversion
p.s. can be overwhelming and
narcissistic, and perhaps too ego-centric. Easily
bored and needs regular 'excitement fixes'. Sensitive
to rewards. |
Talkative. Energetic. Optimistic.
Social. Dominant. Adventurous. Spirited. Spontaneous.
Chic. Opportunistic. |
Sales and Promotion. Customer Contact.
Speaker. Team Leader. Morale Booster. Likes Pesentations
and social events. |
|
Agreeableness
p.s. Too forgiving and not
tough when required. May support group decisions
unquestioningly. |
Trusting. Sunny. Courteous.
Loyal. Honest. Democratic. Tolerant. Co-operative.
Adaptable. Sympathetic. Empathetic. Sharing/Caring
Philosophy
|
Compaints handling. Personnel.
Hospitality. Bring Harmony. Securing and displaying
team support. Stress counselling. |
|
Neuroticism
p.s. Stress-prone and unreliable
in challenging circumstances |
Lacking confidence. Temperamental.
Suggestible. Negative. Fussy. Dependent. Not self-reliant. |
Can represent a dimension of stability
and sensible caution within a meeting. Conscience
of the meeting Litmus test of success in boosting
morale. The value of having doubts raised in response
to untested new ideas. Possible hard-worker - to
overcome sense of failure. |
| Notes: |
(i) The above points are not intended
to be cinclusive, but merely a stimulus to further
consideration of the differences that exist between
delegates, and how these may best be tackled. |
(ii) Prepared by Chris Martins
following discussions with Adrian Furnham, Professor
of Psychology |
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