The answer is simple: "My Way" is determined individually by personality. In fact, Swiss physician and psychologist Carl Jung developed one of the most comprehensive theories explaining human personality, based on two assumptions. The first assumption: There is a preference determined at birth within each individual toward using certain mental tools more than others, which leads to the development of certain skills, resulting in differing patterns of behavior and personality characteristics. The second assumption: There is an interaction between the developmental path of the individual and the environment that plays a role in modifying these preferences.

In upcoming newsletters, we'll explore the four major personality preferences that make up how we interact with others, the process we use in gathering information, how we use that information in making decisions, and how we determine what constitutes the "My Way" of living.

One caveat: It is important to understand that based on Jung psychology, we have a preferred way of functioning, but we can function outside those preferences if required. For example, if I work in an environment that is highly structured, and my preference is to be more spontaneous, adaptable, wait-and-see, I may have to adapt to fit that work environment.

Energy sources

The first personality determinant deals with our source of energy. Are we energized by people and the world around us-extroverts-or are we energized by concepts, ideas, thoughts-introverts? In society, introverts are outnumbered three to one by extroverts, so they meet with added pressure to do it "My Way," the dominant extroverted way.

In schools, introverts are disadvantaged by teachers who set grading standards based upon class participation. This strikes fear into the hearts of introverted students. The extrovert sees this as a cakewalk-they tend to open mouth, engage brain and talk themselves into the answer. The introvert, on the other hand, prefers to think through the situation before participating in a class discussion. The problem, however, is that by the time an introvert has thought through his or her answer, the teacher has moved on to another topic, and the cycle repeats itself.

In organizational settings, introverts get energized from the inner world of thoughts and concepts. They need quiet for concentration and prefer to work with fewer people. The telephone is their nemesis, an unnecessary intrusion into their work time. Introverts are focused and have no difficulty working on one project for long stretches without interruption. They prefer to communicate in writing, which allows time to formulate their thoughts and concepts before discussing an issue.

Introverts were not thrilled with Tom Peters' "management by walking around" concept. They prefer to remain in their offices and do not care for unnecessary interruptions. They don't want subordinates or peers to drop by unannounced to "chew the fat."

Extroverts in organization settings like variety and action-they become impatient with long slow processes. They prefer to be surrounded by people. They tend to enjoy telephone calls—it provides a distraction from all that brain work. They don't like written communication and prefer to talk the situation through.

As managers, they are the ones who loved Tom Peters' advocacy to "manage by walking around."

Two halves of a whole

Both introverts and extroverts are critical to an organization's success. You need the spontaneity of the extrovert and the focused concentration of the introvert. Yet each can find the other exasperating in the work setting. Introverts can perceive extroverts as boisterous, obnoxious and intrusive, and extroverts can perceive introverts as boring, slow and stuck—creating interpersonal conflicts.

Next month, we will explore the process of data gathering and the role personality plays in how we go about our daily research for "facts."