In the Mind's Eye Enhancing Human Performance (1991) / Chapter Skim
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Pages 80-104
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5Developing Careers Managers in large organizations increasingly require complex cognitive and social skills to deal with rapidly changing situations, and there is correspondingly increasing interest in career development programs that teach the relevant skills. One such organization is the U.S.
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Many of the techniques are in widespread use in public and private organizations. However, there has been little research on their effectiveness for either improving performance or changing behavior, in either the short or the long term.
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deal of time monitoring the environment, managers at the middle levels concentrate on planning and allocating distributions of resources and on providing for coordination among various groups, and the lowest echelon managers spend the bulk of their efforts on relationships with subordinates and motivating and assessing individual performance (Kraut et al., 1989)
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across a series of jobs and positions. The concept is multidimensional and includes needs, interests, and personality characteristics, which together influence the development of career resilience, insight, and identity (London, 1985; London and Bray, 1984)
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these critical junctures can best be used for career development that will benefit both the individual and the organization.
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and analyzing those data to provide guidance for career decisions. It is a counterpart to systematic assessment of individuals by other means and other sources, such as performance appraisals involving assessment by superiors or assessment of performance in simulated work situations by trained observers.
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first objective is to determine how well current needs are being met and to provide benchmarks for evaluating gaps between current and future required skills. Meeting this first objective would clarify the extent of integration among current approaches to skill development and career planning in the Army and, likewise, the extent to which there are gaps and discontinuities.
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Objective 4. Identify and develop mechanisms to support the role of an officer as coach, developer, and mentor of subordinates.
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resources -- direct and indirect -- that the Army should devote to career development for officers. Comparisons of the Effects of Particular Career Intervention Activities at Particular Times Given limited resources, it is probably not feasible to provide equally intense career development activities for all officers on a continuous basis.
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ARMY PROGRAMS Like many institutions, the Army has recognized the importance of considering the development of careers as a part of its approach to training. Although there is no system-wide program, a number of Army training facilities and bases have developed programs that include goal setting and self-reflection for career guidance.
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of the four indices is a type or representation of how one operates in the world (e.g., ENTJ or ISFP)
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planning philosophy rooted in the idea of time management. Since time management assumes that a person knows what he or she wants, it is important to address the issue of goals: professional, family, community, and personal.
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Although counseling is provided to aid students through the process of articulating their goals and work plans, the step-by-step procedures used at the AWC are not implemented in the NDU program. A smaller program at NDU, the Industrial College of the Armed Forces, is organized primarily around the MBTI and its interpretation in relation to group dynamics and team building.
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with a new framework for career development.) As in the programs described above, care is taken to ensure that the evaluations are used only by the students for development purposes, without any implications for administrative decisions.
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This contrasts with 61, 68, and 68 percent recall for having taken the LEAD-Self, the KAI, and the Rokeach inventories, respectively.2 The contrast between these instruments in recall is more evident with regard to specific results, with only 26, 13, and 13 percent of the respondents recalling their specific leadership style, style range, and style effectiveness, respectively. Of the respondents, 65 percent did not remember the values they listed on either the instrumental or terminal values survey, while very few recalled the values listed on the instrument "values I seek in my organization" (87 percent had no recall for any of the values listed)
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process, 23 percent thought that it was this part in particular that needed to be improved. Interestingly, however, the MBTI made more respondents uncomfortable (26 percent)
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to be valuable, few were able to be specific, especially with regard to impact on actions or decisions. It must be cautioned that these results may not be representative of other populations or programs.
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test-retest reliabilities from 11 different samples. In these samples, between 24 and 61 percent of the respondents showed stability of type, with a median of 40 percent.
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in these studies were graduate students trained to use the Jungian typology for conducting interviews with other students. Myers and McCaulley (1985)
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example of stereotypes. Despite these problems, the MBTI is becoming increasingly popular as a tool for vocational guidance.
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Despite this overall appraisal, there are a few promising lines of research on the MBTI that could be further developed. Studies by Hoffman et al.
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assume that the changes they observe during the sessions will transfer to the job setting and persist over time. And from the perspective of the instrument's developers, the profits from an audience eager for self-improvement encourages them to market the instrument aggressively; aggressive marketing -- complete with type coffee mugs, t-shirts, pins, license plates -- has apparently increased the number of consumers worldwide.
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to the experience and observed effects on subsequent actions and career performance. We must, however, conclude this chapter on a cautionary note with reference to the Army.
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Carlyn, M 1977 An assessment of the Myers-Briggs Type Indicator.
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London, M., and S.A. Stumpf 1982 Managing Careers.
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