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.