.title
{<B>An Exercise For Non-Diverse Groups}
.par1
{<N>When working with a group where individuals have similar types and are familiar with each other (e.g., an intact work group), distribute profiles from <i>Type Talk<N> or <i>Type Talk at Work<N> and have participants use markers to  highlight those parts of the profiles with which they agree and mark "no" in the margins where they disagree or would challenge the accuracy for them.}
.par2
{Pair participants with a person with whom they work most often, someone whom they know fairly well, or the person who has the most opposing preferences.  Have them read each other's profiles and discuss the following:}
.p21
{What have they highlighted that is the same?}
.p22
{What have they marked "no" to that is the same?}
.p23
{In looking at all the similarities, what are their strengths and weaknesses?}
.p24
{How do their weaknesses get in the way and block their effectiveness?  What can be done to improve this in the future?}
.p25
{Where they disagreed with the profile, are there any helpful learnings about how they can continue working together?}
.p26
{Where they agreed with the profile, are there any helpful learnings about how they can continue working together?}
.par3
{When the pairs have completed this work, have them share the learnings with the large group.  Track themes on flipchart paper (e.g., TJ's don't want "yes" people on their staff, yet they will only attract "yes" people without legitimizing some way to encourage honest feedback and dialogue.").  Discuss the themes and have participants generalize about how they can use this information.}
.par4
{Some possible <U>insights<N> might include:}
.p41
{Developing methods to access non-preferences when needed (e.g., building in "I" time to a busy and meeting-oriented corporate culture)}
.p42
{Hiring consultant support that is typologically different}
.p43
{Bringing in certain types for special projects or occasions}
.p44
{Working with people's four-letter opposites through video or audio tapes, profiles, or other printed materials that highlight differences}
.par5
{Remember, participants should not be asked to be something that they are not or change their type.  What needs to be uppermost in a type-alike group is the reality that similarities can quickly turn to liabilities.  Such an awareness is the beginning of dealing with limitations constructively.}
.par6
{With non-diverse groups, you may have to rely more on presentation in your design, as differences in the group may not be self-evident.}
