As a non-certified, but well-mentored MBTI practitioner, I would say that
in abstract, type is certainly an important factor in building teams.
This is not the same, however, as declaring that using the MBTI is the one
true and only path to enlightenment.
My own experience is that using the MBTI is fruitful within an
organization only when there is a strong commitment on the part of those
proposing its use to an ongoing MBTI-related learning process. MBTI is
easy to become enthusiastic about, and those who learn the fundamental
basics of type generally enjoy it BUT if the process stops after an
initial workshop in which people run around with their typologies around
their necks, then you've wasted time and money. The underlying theory on
which MBTI rests is profound, IMHO, and just for that reason requires an
effort at going deeper in order to serve the team's ongoing learning.
Certainly, a team formation process can benefit from a well-designed MBTI
process. Individuals tend to learn a lot about their own preferences and
affect, and the ways in which this affects others on the team. But if it
stops there, without reinforcement and thoughtful application to the
team's ongoing life, it's merely faddish and, in some cases, disappointing
to those who feel "set up". The consulting firm of Heller and Cunningham
has developed an MBTI-based "Beyond Team Building" curriculum in which you
may be interested. Write me back if you need their snail-mail address,
etc., don't think they're on-line.
-- Malcolm C. Burson <mooney@maine.maine.edu Community Health and Counseling Bangor, Maine