The author's main point is individuals at the workplace significantly differ in their personality. Regardless, she proposes that there is a need to harmonize all the differences to ensure a positive outcome. Being an extrovert or an introvert explain who a person is but does not excuse them to act in a way that disadvantages others or the organization an individual is employed in. At the same time, the author expounds on the point related to being a feeler versus thinkers and sensors vs intuitors (Geilser, 2020) . These personalities significantly alter individual behavior and approach to different situations in the workplace. Despite their dynamics, they have to be managed so that people with different characters leverage their strengths.
The author's intentioned audiences are employees in different workplaces, leaders in the corporate world, and various organizations. Most of the elements addressed are directed to leaders because they are mandated to manage different workplace personalities. Looking at this in another lens; however, leaders at lower levels of an organization are significant resources who frequently interact with the employees and hence, they ultimately make the larger pool of organizational employees (Geilser, 2020) . While they might be responsible for managing individuals with different personalities, through the similarity/attraction effect, leaders at the workplace might endorse personalities prevalent among employees that they identify with. Employees are, therefore, a target audience as well.
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The author's arguments support her main point in that she presents an overarching proposition that although people could be dynamic in terms of their personalities, bringing everyone together to benefit the organization all employees serve is indispensable. She suggests approaches to brainstorming that favor different personalities.
Extroverts and introverts are prominent personalities exuded at the workplace that have to be significantly understood by managers. While the external environment significantly influences extroverts, introverts are energized by their internal environment, precisely personal thoughts. For these individuals, brainwriting is suggested as the best approach to get all who fall under this category to maximally express themselves without any of them dominating a given session. Other personalities are thinkers and feelers (Geilser, 2020) . While thinkers come across as tough, fair and more truthful than tactful, feelers come across as shy to particular conversations and highly desire harmony in their interactions. There is a need for managers to ensure thinkers manage their straightforwardness to not make them less caring while influencing feelers to offer constructive criticism. Sensors and intuitors are other personalities whose dynamics need to be leveraged at the workplace. Sensors mostly use appeal to logic, are specific and love details. On the other hand, intuitors are conceptual thinkers who prefer abstract ideas and look at the big picture in a given situation. In managing individuals with these personalities, managers have to reinforce the strengths of both types.
The evidence that supports the author's main point is the suggestions put forward to explain how individuals with different personalities can be managed in a way that none negatively dominates the other.
Although the article is brief and precise, I believe it presents pertinent information about the personality dynamics that can be witnessed in the workplace. Regardless of how instrumental it is in presenting insight about the management of individuals with different characteristics at the workplace, I think it does not explain an in-depth approach to managing some personalities, such as sensors and intuitors. I also feel like the author should have broadened the article by discussing different other personality traits, such as diplomats, aggressive individuals, or even the narcissist. To a greater extent, the workplace has highly dynamic individuals in terms of their personal characteristics as they pertain to personality ( Bakhsh, 2020). Managers should be aware of and know how to better manage them for desirable output and less conflict at the workplace.
References
Bakhsh, A. A. S. (2020). Diverse Effects of Employee Personalities in the Organization. Journal of Scientific and Industrial Research (JSIR) , 79 (05), 395-400.
Geilser, J. (2020). How to mesh employee personality types to foster a successful workplace. Retrieved 10 March 2021, from https://www.hfma.org/topics/leadership/article/how-to-mesh-personality-types-to-foster-a-successful-workplace.html
