Problems for Review

1: The dimensions of psychological type measure which one of the following? Intelligence Achievement Preference Psychopathology next ►

2: Using the personality types "communication styles" in Table 6-15 as a guide, suppose that you are preparing a presentation about your current project for a general audience. Considering your four-letter type preference, describe two ways to communicate effectively in your speech with each of the opposite types of your preference. For example, if you are an I type on extroversion/introversion, describe how you would appeal to an E.

Extroversion/Introversion (E/l)

My approach to my opposite is:

Sensing/Intuition (S/N)

My approach to my opposite is: 1. 2.

Thinking/Feeling (T/F)

My approach to my opposite is: 1. 2.

Judgment/Perception (J/P)

My approach to my opposite is: 1. 2.

3: Give at least two reasons why teams are necessary in today's work environment. What are the four stages in a team's life cycle?

Table 6-15. How to Communicate with Different Personality Types About Projects

How to Recognize Communication Styles:

E

Engages you to learn about project, wants to discuss it first

I

Reflects about project before discussing it, wants to read about it first

S

Keeps conversation on facts, figures, real experience

N

Describes what the project means, how it relates to things or improves them

T

Accuracy, logic, and research count more than personal relationship

F

Personal, cares about human reactions; personal relationship counts more than project

J

Feels important sticking to goals, priorities, schedules

P

Feels happy increasing options, realistically adapting

How to Communicate with Different Personality Types About Projects:

E (Extroversion)

I (Introversion)

S (Sensing)

N (Intuition)

® Need a good verbal presentation.

® Want to engage you to learn about project; allow for questions, interruptions, or dialogue.

® May decide quickly and verbally; watch for this and do not "oversell."

® Cover the major points at a fast pace; do not go into too much detail.

® Do not presume that an E will remember you next week; use reminders such as phone calls, mailings, updates. This feeds the E need for variety, contact, and action.

® Want to do something now about an external need or crisis; be ready to deliver.

® What you say counts

® Need a good written proposal to review.

® Need time to reflect about detail or the implications of a project.

® Do not usually decide quickly unless they have thought it through beforehand.

® Should not be bothered too much with telephone calls, literature, or updates; tell him in advance about the next planned contact.

® Even in crisis or urgent needs, an I will take time to do the right thing after deliberating; do not rush.

® Begin with facts, build to "big picture."

® Use simple, practical examples.

® Emphasize implementation, the next step.

® See systems as a number of facts/projects.

® Justify project through precedent.

® Find out the schedules, priorities, criteria, and goals of the client, and stick to them.

® Stay organized.

® Begin with the "big picture," fill in facts.

® Make connections between facts and ideas.

® Comment on unseen implications and future projections.

® Discuss project as part of system.

® Show interest in creative ideas or enthusiasms.

® Allow for last-minute adjustments.

® Concentrate on increasing present adaptability, options.

® Diplomatically remind P that a

How to Recognize Communication Styles:

more than how you say it.

How you say it

® Give feedback so

decision must be

counts more than

that the J "stays on

made within

Be logical, researched.

what you say.

track" toward goals.

certain time

constraints.

Be low-key, conservative,

Emphasize human

businesslike.

benefits.

® Allow time for

enjoyment.

Emphasize soundness,

Use eye contact,

reliability, statistics.

smile, be warm and

personal.

Avoid generalizations,

repetition, incoherence.

Support service or

project with

first-hand

testimonials and

personal feedback.

Show genuine

interest in the client

as a person.

Source: Dr. Richard Grant, instructor for The University of Texas at Austin, Software Quality Institute, Software Project Management Certification Program.

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