Research shows that in the 1970s the types of people who used to work in information technology were quite different from the general population. This meant that, typically, IT staff prefered different behaviours from those working in the business units. These different preferences for behaviours can explain why conflict sometimes arose in Business/IT relationships, and even between sections within IT departments.
The various computer occupations could be put into four categories, and the average personality types that were in each category are represented by these diagrams:
Cultural differences
The differences in personalities probably both arise from, and contribute to, the cultures of the departments in which the people work. Looking at the cultural or behavioural differences between departments can help in a number of ways:
- Identifying areas where there might be a clash of cultures, and suggesting ways in which the IT department could better manage their relationships with customers/users.
- Making staff aware of the changes to personal style that can produce a more successful relationship with their business colleagues.
- Spotting potential strengths and weaknesses of the partnerships with business units.
- Comparing the current organisational culture with the one you are trying to build, enabling you to identify the areas where you need to focus your efforts.
- Helping teams to be more effective.
- Ultimately, producing a more profitable and successful organisation.
What is the typical IT culture?
Researchers Myers and McCaulley showed that the predominant culture for a typical IT department is INTJ. For a typical INTJ personality, some or all of the following words apply, and give a feel for their potential strengths and weaknesses:
| Task-oriented | Single-minded | Trusts own vision/insight |
| Seeks structure, schedules and deadlines | Strives for quality | Dislikes routine |
| Possibly stubborn | Values competence | Independent |
| Strong on concepts and design | Dislikes surprises - wants advance warning | May feel misunderstood |
| Analytical and critical | May pursue impractical ideas | Organises ideas into action plans |
| Can be tough-minded with others | May neglect people's values/feelings | Innovators, stimulated by problems |
| Hardworking towards important goals | Individualistic | Likes to ensure a job is done well |
A clash of cultures?
INTJs represent just 2% of the population, yet form about 10% of computer staff. The other main types in computing are ENTJ, ISTJ, and ESTJ. (The latter two feature highly in many jobs, as they represent a large part of the male population).ESTJ is a likely culture of the business units you are supporting. The table below shows some of the ways in which the difference between INTJ and ESTJ personality types can be seen:
| ESTJ | INTJ |
| Concerned primarily with the 'here and now' | Concerned primarily with future possibilities |
| Analyses and decides quickly - preferring to make some progress, and then evaluate | Prefers to spend time considering the best approach, and then acting in the context of a long term vision |
| Prefers face to face communication | Prefers written communication |
| Is interested in attacking on a number of fronts | Is interested in looking at a few issues in depth, rather than covering too much ground. |
| Strong on getting the facts well-organised at the outset | Strong on the bigger picture, perhaps leaving the detail until later. |
| Critical evaluation is seen as important, probably having little tolerance for confusion or lack of clarity | Intuitive insights into the 'real' issues and future possibilities are more important than just logical analysis |
Personal Development
For individuals, awareness of their own personal style is a vital first step to improving teamwork and interpersonal relationships. Self awareness can help them develop personally in ways to support the culture that you are trying to build. It can also help them to alter their attitude towards the 'opposite' types: from undervaluing them, to recognising the value of their 'different' contribution.Strengths and Weaknesses
The partnership between business and IT can be effective as long as each values the strengths of the other, and they recognise mutual weaknesses. In the example above, strengths can come from the complementary viewpoints brought by the E/I and S/N preferences.Whilst the 'T' and 'J' can provide some common ground, potential weaknesses for the organisation lie in the lack of Feeling and Perception. These can become key issues if you need more flexibility and a greater focus on the customer for future success.A culture biased towards --TJ is in danger of neglecting how the customer feels about the service he or she is getting, which can be an important factor in the decision to buy.
Team Building
Building relationships between two departments is one form of team building, for which the Myers Briggs model is a powerful tool. There are typically three stages in using Myers Briggs in team building.
- Individuals initially build up an understanding of the Myers Briggs model and gain insight into their own preferred style of working. From this they can also see their own strengths and weaknesses in dealing with other people.
- They then develop skills in applying Myers Briggs - the most important skill being the ability to recognise Myers Briggs types in other people. With this knowledge, a range of strategies or tactics become available to be more influential in dealing with others. (These first two stages are discussed in depth in our book (Myers, 1995), which provides an introduction to the Myers Briggs model of personality, and shows how the model can be applied to working relationships.)
- The final stage involves the team looking at their own group dynamics, and working out how they can be more effective by using the various strengths provided by their different viewpoints.
