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WHEN TEMPERAMENTS COLLIDE
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When Temperaments Collide
Mark T. Jegel
Self-Awareness and Personality Traits
21 December 2013
Chuck Stump, Instructor
Southwestern College Professional Studies
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Abstract
This paper is a brief overview of using David Keirsey’s Temperament Sorter (1998) to
effectively resolve a potential problem between two individuals. Also, this paper discusses
several principles identified by Karl Albrecht (2006), referring to Social Intelligence, that can be
used to help resolve a potential problem. The research and information for this paper was
gathered from online (Internet) sources, from several publications and from the writer’s personal
experience. This paper reviews how understanding other people’s temperaments, as well as
one’s own temperament, can aid with the resolution of problems. Furthermore, this paper
explains how the misuse or no use of the principles can help to increase a potential for problems.
This paper is written about a potential problem between an employee and his boss and how using
the information from Keirsey (1998) and Albrecht (2006) can be used to resolve and eliminate
problems.
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When Temperaments Collide
Science has proved that all humans are individual and unique, that is to say, no two
people are the same. However, when considering an individual’s temperament, the similarities
between people become a lot less individualized. In the mid-1950s, Isabel Myers and her mother
Kathryn Briggs expanded on Carl Jung’s Psychological Types creating a questionnaire for
identifying different kinds of personalities known as the Myers-Briggs Type Indicator (MBTI)
(Keirsey, D., 1998). David Keirsey (1998), further expanded on the MBTI and identified it as
the Keirsey Temperament Sorter, the four temperaments are: Artisans, Guardians, Idealists and
Rationals. The temperaments allow for individuals to be sorted into just four main categories. A
person’s temperament, for the most part, will stay the same throughout their life, however, small
changes in personality may happen, the temperament will stay the same.
The ability to understand the different temperaments and apply the understanding allows
a person to recognize and possible avert a potential problem. Potential problems can exists in the
work place between co-workers, between employees and management and, for this paper,
between a boss and subordinate. Different temperaments can create conflict because how the
two temperaments approach things such as word usage and tool usage (anything used to achieve
a goal or task completion). Karl Albrecht (2006) introduced the concept of Social Intelligence,
to help understand the how and why of a person’s action by realizing there is more that drives an
individual than their Intelligent Quotient (IQ). Though not intended for, Albrecht’s concepts and
ideas used in concert with Keirsey’s Temperament Sorter can help an individual work through
and resolve problems with his or her boss, as well as, identify the potential for future problems.
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Keirsey’s Temperaments: The Boss and the Employee
The potential for problems between a boss and a subordinate can almost always seem to
be there. Subordinates will have the opinion that how the boss is running an organization is not
as good as how they would run the organization, I refer to this as the: “If I was the boss, I
wouldn’t do things that way” or “If I was the boss, this place would be so much better”,
syndrome. In some cases, the boss and subordinate have different personalities. Adding to this,
when the boss and the subordinate have different and sometimes opposite temperaments, there is
a potential for problems or even conflict.
Case in point: I have a strong Guardian temperament, that is, I am very concrete in my
word usage offering many details and facts. I am very cooperative with my tool usage, that is, I
believe in following the rules and being in compliance even if there is no one around to hold me
to the compliance. My educational interests lean more toward practical application to the world
of commerce. My personal interests are more of what’s moral, right and wrong, as compared to
someone’s morale. I tend to be somewhat pessimistic looking to the future and spend more time
yearning for or relating to the past. Bottom-line: I like to get things done, stay within the lines
of compliance and concern myself with people’s feelings only after a task is done.
My new boss (Susan) has a strong Idealists temperament, that is, she is very abstract in
her word usage relying on what can only be seen in the mind’s eye, not things that can be
physically seen. Her tool usage, though cooperative like mine, is more interested in consensus
than compliance. My boss’ educational interests lean more toward humanities, striving to be a
teacher or professor. Her personal interests focus on people’s morale, whereas, according to
Keirsey (1998): “Many Guardians have a similar interest in helping others, but they (I) are more
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preoccupied with morality, people’s sense of right and wrong, than with nurturing a positive selfimage” (Keirsey, D., 1998, p. 130).
How Individual Temperaments can create a Potential Problem
Obviously, regarding our temperaments, one can visualize there is a strong potential for
problems between myself and my new boss. One completely separate area that I believe could
cause problems to escalate is the fact that I am in my mid 40s and Susan is in her early 30s.
Kerisey does not relate age to temperaments, but the fact is, I know I have done more in the
working world than Susan has so my tendency to feel a sense of, “Been there, done that and I
have the t-shirt”, could further add to problems, and adding even more sauce to the goose, of the
two of us, my temperament and personality is the more aggressive. Albrecht (2006) explains
how conflict can reach a point where it will feed off itself, therefore continually growing
(Albrecht, K., 2006, p. 234).
Case in point: Susan likes to have a lot of meetings, bringing people together and, in my
opinion, wasting a lot of time communicating information that could be conveyed through
emails. Susan spends at least 10% of every meeting wanting to know how people are doing and
what is going on in their life. I am a Guardian, I attend meetings to get things done and make
sure they are done right, I am not concerned with everyone’s morale, and I certainly do not
attend meetings to discuss my morale. My presence, (a principle that will be discussed later in
this paper), is very business-like, I have a pad of paper, something to write with, I sit attentively
waiting for things to get down to business. I am also quite new to this organization so I don’t
really know anyone, but even then, I don’t really get to know anyone I work with anyway.
At the beginning of one of our first meetings with Susan at the helm, which started five
minutes late, Susan was asking how everyone’s weekend was and what we had done. I noticed
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that five minutes had elapsed, now ten minutes after the scheduled start time, so I respectfully
spoke up and asked: “Is this going to be the topic of the meeting, if so, what I did this weekend
is business and I wish to keep it that way, can I please go back to work now?” Immediately the
room became quiet, I was asked to stay after the meeting and we proceeded. Understanding my
temperament, this did nothing but add more fuel to the fire because I knew more of my time was
going to be wasting. Furthermore, my verbal comments created a rough tone to the remainder of
the meeting, not to mention, I actually hurt Susan’s feelings.
Susan is an Idealists, her temperament moves in the direction of diplomacy, focusing on
educating and developing when dealing with people. I am a Guardian, my temperament moves
in the direction of logistics, focusing on enforcing and regulating when dealing with people. The
meeting after the meeting with Susan and me one-on-one did not go any better. As a matter of
fact, it ended rather abruptly with her asking me to leave her office, which was fine with me
because I needed to get back to my office and return to work.
Albrecht’s Principles: The Boss and the Employee
Karl Albrecht (2006) expanded on the work of Howard Gardner and Daniel Goleman
providing fresh ideas and a framework to the concept of Social Intelligence (SI). Albrecht’s
(2006) main contribution was the acronym S.P.A.C.E. which stands for: Situational Awareness,
Presence, Authenticity, Clarity and Empathy. Albrecht’s concept is not linked to nor is it related
to Keirsey’s work, but the use of Albrecht’s concept in conjunction with the knowledge of the
different temperaments can help to overcome potential problems or conflict between people.
In the example I gave earlier of the meeting, my Situational Awareness, when working
with Susan that day, was absolutely broken, or at best, turned off. In fact, I was more situational
dumb than aware, as well as, I did a very poor job at reading the social context at the beginning
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of the meeting. I stated earlier, my presence was very professional in nature, which is fine, but
my verbal and non-verbal actions were very inappropriate and projected more of a closed
presence than that of a professional. The fact that I was not willing to engage in Susan’s pursuit
of my personal life and considering I verbalized my feelings, pretty much projected a presence
of: “leave me alone, and can we move on?”
Authenticity and Clarity, when relating to temperaments, especially Susan’s, has not
presented a big challenge. I am genuine and sincere with what I say and my actions, and I speak
very clear and articulate well. However, Empathy, especially with Susan is a challenge for me.
The meeting that I spoke of early is a prime example of this. Susan’s temperament drives her to
engage with people on a personal level, to be the diplomat, I was not very empathetic to her
inherit needs. Albrecht (2006) states that Empathy is: “The dimension that invites you to look at
how truly aware and considerate you are of others’ feelings” (Albrecht, K., 2006, p. 137). That
particular day, I was not considerate to Susan’s needs at all.
Problem Resolution
I stated earlier that a person’s temperament, for the most part, will not change over the
course of their life. With that said, am I doomed to always run into problems when working with
or associating with people that have an Idealistic temperament? The phrase, “Knowledge is
Power”, is the key to all of this. I can’t change my temperament, however, I can educate myself
on the other temperaments so I can recognize where and when there may be a potential problem.
So I recognizing and understanding the attributes of my Susan’s temperament and adjusting and
or adapting myself will help to diffuse the potential for problems. Considering, I am probably
the more dominant temperament, if I become empathetic to Susan’s temperament, this will show
an act of diplomacy, exactly what Susan strives for. The more I work toward diplomacy between
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Susan and I, the more the conflict will decrease and in-turn, Susan will strive to understand my
temperament, simply out of respect.
When trying to build a better working relationship with your boss, Judit Price (2012)
states: “Try to determine how you are cooperating or fighting the pace and tone of the group and
supervisor. Understand clearly what the key goals are, as outlined by him or her. This can be
critical” (Price, J., 2012, Jan 15). During the meeting I spoke of earlier, and the meeting
afterward, I was fighting the pace and the tone of the group because I was not concerned with
Susan’s goal.
Dr. Annemarie Seifert, associate VP of student affairs and enrollment management at
Georgia Southern University offers some key steps to helping resolve potential or current
problem between an employee and the boss. What is your boss's personality type and
communication style and how does it compare to yours? Successful employees understand that
managing their boss is the most important task NOT in their job description. Ultimately, it's your
job to make the boss look good. "You need to adjust to the boss," said Seifert. "The boss will not
adjust to you." (Santovec, M. L., 2010, 07). Again, this further supports the fact that I need to try
and become more diplomatic in my approach when communicating with Susan, especially in a
group setting.
Future Applied learning
The situation that happened between my boss and I happened three weeks ago. I have
worked hard to gain empathy for Susan’s temperaments trying gain understanding of how she is
as a person and working to fulfill her need for diplomacy. I have tried to become more aware of
the situation when I am around her as well as work on how I present myself, especially in
meetings. Two weeks ago, at one of my morning meetings, I noticed that Susan wanted to
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engage in conversation with the team and get off track of scheduled agenda. I actually took the
time to observe everyone’s behavior and was trying to determine their temperaments. Ironically
enough, I quickly realized that there is at least one other Guardian on the team because I noticed
the individual was looking at his watch and getting frustrated. He even went as far as to look at
me as if to say, “Are you going to say something about this”. I simply sat back and let the
conversation proceed and even engaged with the conversation. Susan recognized my behavior
and again, I was asked to stay after the meeting was concluded. After the meeting, Susan and I
spoke for almost 30 minutes and I made it a point to not look at my watch, not even once. I very
much tried to become the diplomat which actually made her happy with me. I know that I
cannot change my temperament, but I am capable of adapting to others around me and become
empathetic to their temperament. Kiersey (1998) states: “As a Guardian, my skills are acquired
by practice. No practice, no skills; much practice, much skill” (Keirsey, D., 1998). Trying to
learn others’ temperaments and adapting to them is becoming a task for me, the more I practice
on the task, the better I become so it is actually feeding my temperament.
Conclusion
The ability to understand other people and their temperament is critical when trying to
resolve a problem with them. David Keirsey’s (1998) expansion of the MBTI gives a more indepth look at the four temperaments: Artisans, Guardians, Idealists and Rationals. Knowledge
of the four temperaments can help people to recognize the potential for problems and adjust
themselves before a problem happens. This potential for problems was quite apparent when my
new boss, Susan, arrived and her Idealists temperament ran into my Guardian temperament. Her
need for diplomacy and others’ morale was in conflict with my need for logistics and others’
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morality. Using Karl Albrecht’s (2006) concept of S.P.A.C.E, I increased my Situational
Awareness, focused on my Presence and became Empathetic to Susan’s temperament.
Through knowledge and understanding of Susan’s temperament and the application of
Albrecht’s (2006) concept I began to adapt myself to Susan’s temperament in order to resolve
our current conflict and help to reduce any future problems. As I continue to learn more about
the four temperaments, apply Albrecht’s (2006) concept and practice adapting myself, I have
found the potential for problems, not just with my boss but also with other people I interact with,
has decreased and I am actually getting to know people on a different level.
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References
Albrecht, K. (2006). Social intelligence: The new science of success. San Francisco, CA: JosseyBass, A Wiley Imprint.
Keirsey, D. (1998). Please understand me II: Temperament, character, intelligence. Del Mar,
CA: Prometheus Nemesis.
Price, J. (2012, Jan 15). Build a better working relationship with your boss. The Sun. Retrieved
from
http://ezproxy.sckans.edu/login?url=http://search.proquest.com/docview/916074922?account
id=13979
Santovec, M. L. (2010, 07). Manage your boss for a successful career. Women in Higher
Education, 19, 13-14. Retrieved from
http://ezproxy.sckans.edu/login?url=http://search.proquest.com/docview/609367561?account
id=13979