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YOU CAN'T CHANGE WHO YOU ARE, BUT
YOU CAN CHANGE THE ROLE YOU PLAY
Many team and individual development tools focus on the built-in, unchangeable aspects of personality and solely advocate playing to one’s strengths. While this focus can help people find meaning and self-understanding, it is less helpful in empowering people to manage their own behaviors in situations that may not suit their preferences. In some situations, using one’s preferences can be highly dysfunctional if those behaviors are not appropriate to the context. Although the Management Team Role-indicator by Steve Myers® (MTR-i) questionnaire is based on Jungian theory, it does not indicate psychological type; it indicates which behaviors are being used in differing contexts. Whereas psychological type is stable or unchanging, a team role can change from team to team and from situation to situation.
Through the use of the MTR-i™, clients wil;:
- Recognize and value all types of behaviors—not just their preferences
- Identify when they are operating outside of their comfort zones
- Understand which behaviors are being used in different contexts.
- Have greater flexibility and adaptability
DEVELOPED BY STEVE MYERS
Steve Myers is the managing partner of Team Technology in the United Kingdom, an organization that specializes in team development. Steve works with type not only in running MBTI workshops, but also in undertaking type-related research and development, primarily using Internet-based questionnaires. From 1996 to 2000, he devised a method for measuring usage of the eight cognitive processes in a study that involved over 20,000 participants and culminated in the publication of the Management Team Role-indicator™ (MTR-i™).
ABOUT THE MTR-I
This tool helps teams improve their collective performance and individuals enhance their personal effectiveness. The MTR-i identifies the behaviors actually being used in a team context; this information helps individuals manage their personal stretch, enabling them to move outside their comfort zones when necessary to improve performance; it helps teams assess whether the most productive behaviors are being used for a particular situation.
What is the theoretical basis of the MTR-i?
The MTR-i is the result of an internet research and development project in which over 20,000 people have taken part. The first version of the MTR-i® is the culmination of that project, which has resulted in a product-oriented view of Jungian concepts.
In the product-oriented perspective, when we use a function (S, N, T or F) actively, what matters is the effect we are producing. This effect or “product” may be in the world around us (i.e., a transformation in people/things) or in the inner world (a transformation in ideas/information). Different Jungian function-attitudes produce different effects or products.
The MTR-i® indirectly measures how Jungian function-attitudes are currently being used by trying to measure how people see themselves affecting the inner or outer worlds.
An MTR-i™ Team Role results from the use of a cognitive process. Usage of cognitive processes is different from preference. This can be illustrated using the following well-known exercise: Write your name with your preferred hand; then write it with your other hand. Your preference is always for the same hand, but you use one hand and then the other.
In the same way, your preferences for certain cognitive processes remain the same, as may be indicated by personality type instruments. However, different situations may require the use of different cognitive processes, as may be indicated by the MTR-i™ questionnaire.
Where there is a difference between your preference and usage, this indicates a “stretch.” If your stretch is too big, it can cause stress. If it is too small, it can result in stagnation.
Personality Type Instruments
- Report personality type
- Consistent over time
- Measure preferences for
cognitive processes
- Report 4 pairs of preferences resulting in 16 personality types
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MTR-i
- Reports contribution to the team
- Changes in different situations
- Measures usage of cognitive processes
- Reports 8 distinct team roles
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Sculptor, extraverted Sensing—Se |
Curator, introverted Sensing—Si |
Sculptors bring things to fruition by getting things done, and getting them done now! They are very action-oriented, dealing with whatever tasks the current situation presents, and spurring others into action as well. They make use of their experience and utilize tools or processes of which they already have knowledge. They try to have an immediate impact on things, injecting a sense of urgency and aiming to achieve clear goals and tangible results. |
Curators bring clarity to the inner world of information, ideas, and understanding. They listen, ask questions, and absorb information so that in their mind’s eye they can achieve as clear a picture or understanding as is possible. They expand their knowledge and collection of experiences and also look to the future by envisaging clear goals and clear pathways to achievement of those goals. The focus on clarity also brings greater attention to detail.
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Explorer, extraverted iNtuiting—Ne |
Innovator, introverted iNtuiting—Ni |
Explorers promote exploration of new and better ways of doing things, to uncover hidden potential in people, things, or situations. They break new ground and are often looking one step beyond the current situation to pursue unexplored avenues until all the possibilities have been exhausted. Explorers often challenge the status quo and experiment with the introduction of change to see if a situation can be improved or new potential uncovered. |
Innovators use their imagination to create new and different ideas and perspectives. They observe the world around them then use their imaginations to consider what they have observed from a number of different perspectives and dream up new ideas and insights. Innovators often produce radical solutions to problems, develop long-term vision, and demonstrate an apparent understanding of what cannot be clearly known.
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Conductor, extraverted Thinking—Te |
Scientist, introverted Thinking—Ti |
Conductors introduce organization and a logical structure into the way things are done. They organize and systematize the world around them, establishing appropriate plans, identifying and implementing the correct procedures, and then endeavoring to make sure they are followed. They try to ensure that roles and responsibilities are properly defined and that appropriate resources or skills are available to undertake the work assigned. |
Scientists provide explanations of how and why things happen. They bring structure and organization into the inner world of ideas and understanding. They analyze things, formulating hypotheses and explanations of how they function, and gather evidence to assess how true those explanations are. They produce mental models that replicate how particular aspects of the world work, and they try to understand the full complexity of any situation.
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Coach, extraverted Feeling—Fe |
Campaigner, introverted Feeling—Fi |
Coaches try to create harmony in the world around them by building rapport with people, creating a positive team atmosphere, looking after people’s welfare, motivating people, and/or providing a service to the satisfaction of others. They value people’s contributions, seek to develop the role that others play, and invest a lot of effort in building positive relationships. They try to overcome differences of opinion and find ways in which the team can agree. |
Campaigners give importance to particular thoughts, ideas, or beliefs. They are value driven, and in a team discussion they often bring a sense of priority that is derived from their strong convictions. They seize upon and emphasize ideas or thoughts that have the greatest import, bringing them to the fore and stressing their significance. They assess the inherent value or importance of new ideas, focusing on those about which they feel most strongly.
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