Analyzing Thinking and Feeling in Organizational Behavior with MBTI

This essay delves into the Myers-Briggs Type Indicator (MBTI) preference pairs of Thinking and Feeling, analyzing their impact on organizational behavior, leadership, and decision-making. It discusses critical thinking as a problem-solving technique involving information collection, analysis, and determination, highlighting its key elements: logic, truth, context, and alternatives. The essay further explores the Feeling preference, emphasizing the role of values, emotions, and empathy in decision-making processes, considering aspects such as deciding with heart, avoiding conflicts, passion, emotional drivers, gentleness, empathy, and caring for others. The analysis provides insights into how these preferences shape workplace dynamics and influence individual and group behaviors within organizations, with references to relevant academic sources.

ORGANISATIONAL
BEHAVIOUR

TABLE OF CONTENTS
MYERS- BRIGGS TYPE INDICATOR- THINKING AND FEELING.......................................1
THINKING......................................................................................................................................1
FEELING.........................................................................................................................................2
REFERENCES................................................................................................................................4

MYERS- BRIGGS TYPE INDICATOR- THINKING AND FEELING
THINKING
The critical thinking is a very important problem solving technique that further help in the
decision making process. This process involves information collection, analysing and
determinations. The thinking process allows evaluation of many options and choosing the best
among them. The critical thinking process involves questioning to get appropriate, unbiased and
factual answer to frame an actionable conclusive solution (Stein & Swan, 2019). Moreover, the
nature of questions needs to be well framed, accurate with open ended to get the unbiased
information more scientifically and logically.
The critical thinking process involves five steps.
 First of all the identification of the problem and acknowledging the problem precisely.
 Second step is the solution that involves reliable answer to the problem.
 Third step deals with the exploration of the problem which involves creation of a
potential plan that can help to solve the problem.
 The fourth steps involve the action where compilation of action plan and implementation
to solve the problem has taken place.
 The last step involves the review of the action which has taken to solve the potential
problem.
There are four elements of critical thinking which are logic, truth, context and alternative.
The truth element involves the event where the data is free from all prejudices. The non
favouritism, unemotional facts are significant in critical thinking process these further help in
problem solving and decision making (Randall et.al. 2017). Moreover, the truth element in
critical thinking process which is unbiased helps to make more credible information or details.
The logic element plays a significant role to interconnect the effects and reasons through
establishing the relationship between them. The decision making process is aided by the logic
element to get accurate probability and predictions over the potential reasons. Moreover, that
helps to get the potential solution for the organisation or the people.
The element of alternatives means critical thinking advocate different potential solution for a
given issue. The real world objectives, which are unfavourable and accurate, are considered for
the potential solution which is currently pursuing.
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The context element involves creation of a list of all the possible final effects could possibly
happen through cross checking the historical events regarding the similar situations (Francis,
Smith and Corio, 2018). The external factors which may or may have affected the decision
making or the critical thinking are also get acknowledgement.
FEELING
In accordance with considering the feelings of a person regarding decision making where it
depends on the factor they value. However, there can be various characteristics which are
incorporated with the feelings of a person such as:
Decides with heart: As per considering the organisational environment there are variations
in the mental state of people. While, in decision making a person usually feels and decides from
heart (Brown & Reilly, 2009). They consider and value the view points of every person who
have important involvement.
Dislikes conflicts: The feelings of a person who, makes decision usually values the
workplace harmony and believes in forgiving. They tend to reduce the confusion or eliminate the
conflicts. The decision is based on managing the work in a most profitable manner.
Passionate: If a person has vision to make adequate changes which would bring the
profitable returns to the firm then they are very passionate towards their goal. However, such
feelings encourage and approach them to make qualitative efforts in the right manner (Mattare,
2015).
Driven by emotion: This factor differs according to hierarchical nature of an organisation.
The top level personal are emotional about the growth and survival of industry. Middle-level
employees are emotional regarding the career development. Along with this, lower level is
emotional regarding their survival. So, as per the changes in emotion occurs the value and
decision making also differs.
Gentle: decision makers in an organisation are caring, warmth and tactful as they value
everyone’s opinion. They decide on majority of individual have favourable responses. It is not
based on the qualification, position and talent in a particular person (Fretwell, Lewis & Hannay,
2013).
Empathetic: It is the element on which a person values each other’s perception, view point
and ideas by understanding then and sharing the feelings of another. It is the best medium on
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which one can easily and freely shares their ideas. Therefore, valuing an individual’s views will
be effective in encouraging and motivating them for the succession of organisational goals.
Caring of others: It is the characteristic of person, who feels to take decision they are best
in deciding a specific change in organisation. It requires a person to think from all the
perspective and making a corrective decision. It affects direct upon creation and maintenance of
a healthy relationship in an organisation.
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REFERENCES
Brown, F. W., & Reilly, M. D. (2009). The myers-briggs type indicator and transformational
leadership. The Journal of Management Development, 28(10), 916-932.
Francis, L. J., Smith, G., & Corio, A. S. (2018). Exploring Psalm 139 through the Jungian lenses
of sensing, intuition, feeling and thinking. HTS Teologiese Studies/Theological
Studies. 74(1).
Fretwell, C. E., Lewis, C. C., & Hannay, M. (2013). Myers-briggs type indicator, A/B
personality types, and locus of control: Where do they intersect? American Journal of
Management, 13(3), 57-66.
Mattare, M. (2015). Revisiting understanding entrepreneurs using the myers-briggs type
indicator®. Journal of Marketing Development and Competitiveness, 9(2), 114-119.
Randall, Ken, Isaacson, M., & Ciro, Carrie, (2017). Validity and reliability of the myers-briggs
personality type indicator: A systematic review and meta-analysis. Journal of Best
Practices in Health Professions Diversity, 10(1), 1-27.
Stein, R., & Swan, A. B. (2019). Evaluating the validity of Myers‐Briggs Type Indicator theory:
A teaching tool and window into intuitive psychology. Social and Personality
Psychology Compass. 13(2). e12434.
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