Supervise Confrontation Sessions
The final task required the individual to “handle sessions with relapsed victims, analyze related reasons and situations, define treatment paths, and help victims handle relapse-related stress” (Managing Individual, n. d.). Tony Wu was chosen for this role because his MBTI showed he has an introverted, sensing, feeling, and judging personality that would protect and care for the relapsed victims. His desire for accuracy ensures that he succeeds and accomplishes his goals. The leader needs to monitor Tony because he has a history of taking on to many tasks at one time.
Factors in Managing Team
The factors the champion considered in order to effectively manage the DARE team are the different personalities, motivational levels, and communication skills within the group. Upon choosing the volunteers for the project, the DARE Champion analyzed the MBTI to determine the best personality for the right job. Another crucial factor the leader endured was motivation while developing the project. “What motivates an individual directly links to the person’s personality traits” (Managing Individual, n. d.). Finally, communicating with the volunteers is the key ingredient in managing an effective team. By communicating with the volunteers, the leader was able to understand the individual’s needs, implement interventions, and motivate the volunteers to achieve their goals. Understanding these factors enables managers to motivate employees and achieve the impossible (Managing Individual, n. d.).
Personality and Success of Team
The group’s personalities played a large role in the team because these members had to complete assigned tasks in order for the program to be successful. In addition “personality and values are the most stable characteristics” in an individual (McShane and Von Glinow, 2004,
p. 38). Their motivation and persistence determines if the tasks are completed on time. The team must possess similar personality traits and values in order for them to accomplish the jobs. Therefore, the leader must choose the right person for the assignment in order to accomplish the goals for the DARE program.
Personality Preference and the MBTI Assessment
The MBTI assessment provides 16 personality types that reveal the present and future growth of an individual. Isabel Briggs-Myers stated “The MBTI is primarily concerned with the valuable differences in people that result from where they like to focus their attention, the way they like to take in information, the way they like to decide and the kind of lifestyle they adopt” (Bringhurst, 2001). The MBTI creators developed questions and-based on the responses determines if the individuals are extroverted-introverted (E-I), sensing-intuitive (S-N), thinking-feeling (T-F), and judging-perceiving (J-P). The personality indicator gives insight into how individuals may act alone and in a team setting.
1) E vs. I
An extroverted person receives energy from others, is action-oriented in problem-solving and comfortable interacting with people (Bringhurst, 2001). On the other hand, an introverted person gives up energy when interacting with others and prefers to be alone (Herrmann, 1997,
p 114). These different types of personalities affect how employees complete tasks.
2) S vs. N
Sensing individuals’ use their five senses to take in information and identify the appropriate details while intuitive people seek to find meaning, possibilities, and relationships associated with the information being received (Bringhurst, 2001). For instance, a sensing team member in the case study possesses good observation skills during follow-up visits for the rehab patients.
3) T vs. F
“Thinking types rely on logical structures to clarify order into a particular situation: they are skilled at objectively organizing material, weighing the facts, and impersonally judging whether something is true or false” (Carlyn, 1977, p. 461). Feeling people comprehend other individuals’ feelings basing their judgments on their personal values (Carlyn, 1977, p. 461). In the simulation, the thinker type judges the addict will never recover or change, as opposed to the feeling type believes there is hope for the person.
4) J vs. P
The judging individual ”is very decisive, wants to effect closure sooner rather than later, is impatient to ‘get on with it’ and proceed to the next task” (Bringhurst, 2001). This type of personality in a team setting maintains a focused path continuing towards their goals. The perceiving type, on the other hand, “prefer to keep their options open, being able to live with a high level of uncertainty in their lives, waiting until the last moment to decide” (Bringhurst, 2001).
Maslow’s Hierarchy of Needs and Motivation
Maslow’s Hierarchy of Needs theory explains the understanding of motivation-based on five human needs. Halepota (2005) stated, “A person’s needs are the main motivator that drives a human” (p. 15). Once the needs are satisfied, they are no longer a motivator and the individual moves up to the next level (Cook, 2001, p. 63). Maslow categorized these needs in the following levels: physiological needs, safety needs, social needs, esteem needs, and self-actualization needs. The physiological level, which is the lowest level of human needs, fulfills the basic requirements for survival such as air, food, drink, water. The safety level completes a person’s need to be free of physical and emotional threat. Once physiological and safety are met, the individual can focus on the needs related to interaction with other people or social need. The fourth level is categorized in two parts, internal and external. Internal esteem needs are those related to self-esteem such as self-respect and achievement and external esteem needs are social status and recognition (Cook, 2001, p. 63). The summit of the pyramid is self-actualization. Although this need is never fully satisfied, these individuals have needs such as truth, justice, and wisdom. It is important to note, “A person who has had all of his or her lower level needs fulfilled, and is looking to meet higher level needs, may go back to the lowest level needs if there is a sudden reversal in the environment” (Halepota, 2005, p. 15).
DARE Volunteers and Maslow’s Hierarchy of Needs
Maslow’s theory held important implications when choosing members for the DARE team. If the leader can determine which level each employee has reached, then suitable choices can be made for the individual (Halepota, 2005, p. 15). For the selected DARE members, the physiological and safety needs appear fulfilled-based on their personality profiles. Lisa Strafford, selected for building cases, is part of several social awareness groups, strives for recognition, and is a hard-worker. This indicates Lisa’s needs are fulfilled at the social level of the pyramid, but desires recognition at the esteem and self-actualized level. The facilitator for self-help groups is Daniel Nichols. Daniel’s innate urge to compete and desire to prove his abilities signifies he is attempting to fulfill his needs at the esteem and self-acutalization level. Michelle Levy performs follow-ups for the DARE group. Her profile specifies she is dependable, excellent problem solver, and participates in a math group. Michelle has fulfilled her social need by participating in team-based projects, but lacks self-esteem indicated by her pessimist outlook. The final volunteer picked for the team was Tony Wu. Tony prides himself on accuracy, never letting friends down, and meeting obligations. Outside of work, he is an active participant in-group activity. These characteristics signify Tony is at the esteem level needs. At this point in life, Tony needs recognition for a job well done. After dissecting the needs, the entire team fluctuates between the esteem and self-actualization level. Moving through the simulation, the members needed challenges and validation of their success to fulfill the self-acutalization need. Analyzing the volunteers satisfied and unsatisfied needs allows the leader to focus on areas of opportunity to motivate the team members.
Team Analysis
After choosing the DARE team, the mentor, Megan Cavanaugh, stated the leader had achieved the ideal personality-job fit at the beginning of the scenario. Although the final implementation status resulted in a score of 100%, the leader encountered several issues with the volunteers during the process. These issues included the need for growth, relatedness, social power, and self-actualization.
In the beginning, Lisa sought personal growth opportunities by advertising her achievements when a chance arose. Her manager found her focusing more on the DARE project as opposed to primary responsibilities. The leader stressed the importance of balancing her tasks and clarifying her goals to be successful. Daniel’s constant need to prove his abilities resulted in an objective reminder from the manager about his behavior. Communicating the concerns with Daniel motivates him to achieve his esteem and self-actualization need. Towards the end of the project, the volunteers encountered a roadblock by upper administration to decrease time spent by 30%. The leader realized the volunteers needed a challenge and glimpse of success; therefore, the best motivational strategy to entice the team would be through communicating incentives and awards for performance and their contributions are recognized (Managing Individual, n. d.). Halepota (2005) stated, “…esteem needs and self-actualization needs…can be fulfilled through praise, listening, and involvement” (p. 15).
Strategies to Motivate Team
The job of a manager is to motivate team members by using various strategies. Lisa Stafford’s need for recognition caused her primary job to suffer. By supporting a shared belief in Lisa’s capabilities and setting work related goals, the DARE champion was able to motivate Lisa to complete her tasks on time. Constant reassurance in skills caused the leader to intervene in Daniel Nichols situation. Using positive reinforcement and effective discipline, the manager was able to encourage Daniel to interact amiably; therefore, enabling him to complete his task. In the fifth month, the volunteers needed a challenge in order to remain motivated to finish their assignments. To achieve this goal, the leader organized a meeting and offered rewards for good performance as an incentive (Managing Individual, n. d.). During the final stretch of implementing the DARE program, the volunteers again need motivation to complete the project. Offering the volunteers task-related training and rewards satisfied the team’s needs and motivated them to finish the job successfully.
Repeated Simulation
After completing the simulation several times, the team chosen in the first simulation: Lisa (Building Cases), Daniel (Moderator), Michelle (Follow-up), and Tony (Confrontations) was a superlative fit. Repeating the simulation reinforced the importance of using the MBTI to find the optimal person-job fit for each volunteer. In addition, understanding the individual’s needs is important in motivating the volunteers to be successful in achieving the team goals. Replaying the simulation strengthened the leader’s comprehension in managing individual performance through personality traits and needs.
Lessons Learned and Applying in the Workplace
By reviewing this simulation several times, the leader learned “what motivates and individual directly links to the person’s personality traits” (Managing Individual, n. d.). This valuable information improves the manager’s skills in learning how to select the appropriate individual for the ideal job. The leader’s workplace has limited staff; therefore, all employees participate on a team. However, the portion of the lesson learned is choosing the appropriate person for the task. Using the MBTI and Maslow’s Hierarchy of Needs is an excellent foundation in choosing and motivating the leader’s coworkers.
Many different qualities make up individuals personalities. Understanding these behaviors assist the manager in finding ways to motivate employees. By using assessment tools to classify traits, managers choose the appropriate employees for the jobs. Understanding motivational theories differentiates social habits and drives that are essential for managers. It is the application of theories that aid managers in motivating employees in the workplace.
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