Keith writes me with the concern of whether the high % of managers that
have a SJ preference are the product of the environment or natural
selection (by that I guess your meaning to be they were "born" that way?).
Jung said everyone was born with the unconscious perfection of childhood
- so he would say you were born that way. The question I guess is "Since
most organizations are run by SJ management, who seem to be the least
likely to embrace change (other than incremental change), is the only way
to change is to change the players? Or can the SJ pref. mgrs. "learn"
the value of the "NFP" voice which is largely unrepresented at the
management ranks?
As Otto Kroeger stated at one of our Assoc. for Psychological Type
meetings, the challenge to most large organizations today is NOT managing
diversity, it is managing sameness (of personality type). Most
organizations have a personality type (See William Bridges work "The
Character of Organizations, avail from Consulting Psychologists Press or
CAPT 1-800-777-CAPT) and they tend to attract and hire "like" types.
When the SJs see the value of the "other side" perhaps they will hire
them, and then, unfortunately, constrain them through the prevailing
culture of maintaining "what is" rather than considering "what could be".
--Bill Hendry | work e-mail: sfidba@thpl.lib.fl.us Organizational Development Consultant and Trainer Hillsborough County, FL (813) 276-2727, fax (813) 276-2197
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>