Work and equality and diversity the personalities clash.

One thing we all bring to the job and workplace is the self, making conflict inevitable. Seize it as a sign to look inward.

Wouldn't it be nice if people, other people came with an instruction kit?

Don't think that hasn't been tried.

It turns out that many companies had or are using every employee typed according to the beloved Myers-Briggs personality inventory. For the sake of efficiency, workers wore their personality descriptions as badges. That way no one had to waste time figuring anyone else out.

Sad or touching? Actually, humanly, a bit of both.

In the end no matter how we refine policies and procedures, no matter how well we train managers or finely construct a job description we still have to deal with other people. And, as Comical noted, other people are our hell. Surely we are referring to other people's personalities.

Personality, that quirky grab bag of traits, tics, reactions, and beliefs that distinguish one person's projected self from another's, is the wild card of the workplace. Whereas most of the stressors we encounter at the office, workplace can be scheduled, delegated, avoided, or at least reimbursed, the personalities of one's co-workers remain the uncontrolled variable.

True, that variable largely moves away, swept under by the conforming tsunami of office culture, professionalism, and sheer workload. Still, our selves sneak out, and when they do they often offend someone.

Of course, some selves are more offensive to us than others. Predictably, at one time or another you will share a work team, a station, or a reporting relationship with one of those that offends you. Then you will get to experience first-hand that most commonly reported office or workplace problem the personality conflict.

Consider as but one of many such examples the traditional office bad marriage between the sweeping big-picture person and the cautious detail person.

Remember, these roles occur across genders, age, disability, sexual orientation, and religious beliefs reporting relationships. What matters most is the personality variable.

Let's say the emotional, instinctive man is the boss, because, in fact, he often is.

He is action oriented, confident, and demanding. He worries about missing opportunities. This boss can't always articulate the basis for his decisions, which are part percentages, part gut. He doesn't bother to spell out exactly what he wants from his staff either, but he knows it and rewards it when he gets it. And he lets you know when he doesn't.

Mr. Big Picture's callous vagueness drives The Planner nuts. The latter has a more controlled, fact-driven personality, with more faith in data than in personal feelings. He worries about the costly mistake and takes a slow, thorough approach to policy change or project design.

Assuming that both these men are highly competent, why wouldn't they make a marvellous partnership, balancing each other's strengths and weaknesses?

They do, if they like and trust each other. But personality gets in the way of such respect. Instead of admiration, their personality differences may make men anxious about the other. And when someone makes us anxious, we figure there's something wrong with that person.

It's easy to imagine the many workplace scenarios that would set these men off. A deadline is being set. The big-picture guy feels it does not soon enough, whereas the planner resists, fear a rush to judgment. Money is being allocated. The instinctive person may want to bet the bank; Mr. Cautious is only comfortable diversifying. A new project is assigned. The boss resents giving so much guidance; his underling is frustrated that he is being given so little.

What do you think of the issues of equality and diversity has?
Does it matter?