Myers-Briggs Assessment Used To Resolve Post-Merger Departmental Conflict

Problem

After merging two previously collaborative departments (analysts and strategic planners):

• Team productivity dropped significantly
• Interpersonal conflicts emerged
• Department became operationally paralyzed
• Previous cooperative relationship deteriorated
• Team cohesion was compromised

Analysis

Myers-Briggs Type Indicator (aka 16 Types) assessment revealed:

• Department was evenly split between introverted, detail-oriented analysts and extroverted, big-picture strategic planners
• Work style differences created natural tension points
• Communication preferences varied significantly between groups
• Information processing approaches clashed
• Decision-making styles conflicted

Intervention

A multi-faceted approach was implemented:

• Interactive workshop to build understanding of different working styles
• One-on-one coaching with the manager on leveraging team diversity
• Modified meeting practices to accommodate different processing styles
• Development of shared communication agreements
• Creation of an inclusive meeting code of conduct

Results

The intervention yielded significant improvements:

• Paralyzing conflicts were resolved
• Team developed capacity for self-management of issues
• Shared team identity emerged, replacing old departmental divisions
• Productivity returned to expected levels
• Manager reported increased collaboration and effectiveness

Key Insight: Understanding personality differences can transform conflicts into opportunities for respect, empathy, and stronger collaboration.