“We realised that what we had done before with the MBTI questionnaire had not been very positive”, says Michele Mooney, Director, Research, Innovation & Enterprise. “The feedback was rushed, and there was no follow-up. We had not been given enough time for in-depth analysis of what the MBTI has to offer in terms of depth and insight.”
The expanded role of the team had also brought all the pressures associated with change. Part of the MBTI work therefore looked at stress management – how different people have different default approaches to managing stress, and how other team members can recognise differences and support each other.
The sessions, run by OPP consultants, were a great success.
“We turned people round”, says Michele. “People have had a more positive experience of the MBTI. Having OPP demonstrate what a good feedback session meant, and how it could be used as the basis for ongoing development, was fantastic.”
It is still early days, but the impact has been considerable. Michele Mooney plans to build on the MBTI session at a later date, when further development needs have been identified.
Read the full Birmingham City University case study here.