ASQ - Team and Workplace Excellence Forum

September 1997


Education 101: Redesigning Schools
Site Based Management Relocates Decision Making

Take the Good with the Bad
Positive and Negative Feedback in Creativity Sessions

Site Council Learns About Growth, Power And Communication

Knowledge Management
Taking Control of the Information Age

Etymology of a Buzzward

Investment Tip: Stay In For The Long Haul
Van Kampen American Capital Perseveres to Win AQP Excellence Award


It's About Time
by Peter Block

You Have to Be a Little Different
by Cathy Kramer


Brief Cases
Business News Briefs

Views for a Change

Book Review

Letters to the Editor


Letters To Editor

Eight Is Enough
Contrary to Roger Breisch's experience with your first issue of News for a Change (July Letters to the Editor), I got right into the content and read that first exciting issue from cover to cover. Lots of meat for the practitioner. And your following two issues have been top-notch as well.
My only concern is that 12 pages might dissuade people from picking it up right away - and publications that are put in the reading pile often don't get read, no matter how good they are. Eight pages seemed about right.
Congratulations on your wonderful new publication!

Bill Ginnodo
Pride Publications Inc.
Arlington Heights., Ill.

Personality Type Indicators Can Work
I don't know where I got a copy of your May 1997 issue, but I did and I enjoyed the articles. Many of them are applicable to the experiences I am trying to create in the classroom.[Under the Brief Cases section] I read where you said "…don't rely on personality type indicators, such as the Myers-Briggs. These tools can pigeonhole people into 'types' that become stereotypes." I was disappointed to read that in such an interesting, leadership-oriented publication.
I direct Central Rockies Leadership, a nine-county leadership development program, and use a personality and temperament styles indicator in our opening retreat. I don't use Myers-Briggs due to the length of time it takes to administer and absorb but consider Myers-Briggs to be a definitive instrument. Dorothy Leonard and Susaan Straus pretty much summarize my feelings in their 'Putting Your Company's Whole Brain to Work' article in the July-August 1997 issue of the Harvard Business Review. They say, "…the manager successful at fostering innovation figures out how to get different approaches to grate against one another in a productive process we call creative abrasion. Such a manager understands that different people have different thinking styles: analytical or intuitive, conceptual or experiential, social or independent, logical or values driven…" I would say that the manager who pigeonholes people based upon the results of a personality type indicator is missing out by not using a tool in such a manner that would help her become a better manager.

Bob Hartzell
Central Rockies Leadership
Leadville, Colo.

Sept. '97 News for a Change | Email Editor
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