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Brief Manual forManagement Team Roles Indicator (MTR-i)

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MTR-I and the colored wheel are trademarks of S.P. Meyers. Distributed by Test Agency Ltd.


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Background and Rationale for Use

The Management Team Roles Indicator (MTR-i) is an instrument designed to assess each

individuals contribution to a team based upon Jungian function-attitudes. The MTR-i is basedupon a team roles model and questionnaire that is fully compatible with and complimentary tothe majority of type indicators.

While the Myers Briggs Type Indicator (MBTI)*, along with similar type indicators, tries toidentify personality preferences, the MTR-i tries to show what kind of contribution is being madeto the team. Whereas MBTItypes are inborn, MTR-i team roles change from situation tosituation in accordance with the demands of the environment. The MTR-i thereforecomplements other type indicators by looking at work roles and enables a comparison betweeninnate preference and the way in which Jungian function-attitudes are being used in daily worklife.

Anyone who has tried to use the MBTIalongside a team role model such as Belbin knows that

team discussions can often be sidetracked by the lack of compatibility between the two theories.Since Belbins team role model does not fit well with the MBTI, team energy is often misdirectedinto trying to make the two theories fit rather than being invested in increasing team roleawareness. With the MTR-i, that problem does not arise, and teams can direct their energy intobetter self-management. The MTR-i is important in that it provides a team role model that caneasily be used during MBTIworkshops. It is also important in that it provides a simple way tointroduce Jungian type dynamics to groups that have already done the MBTI.

Theoretical Basis of the MTR-i

The MTR-i is the result of an Internet research and development project in which over 20,000people have taken part. The first version of the MTR-i is the culmination of that project, whichhas resulted in a product-oriented view of Jungian concepts.

In the product-oriented perspective, when we use a function (S, N, T or F) actively-- whatmatters is the effect we are producing. This effect or product may be in the world around us(i.e., a transformation in people or things) or in the inner world (a transformation in ideas orinformation). Different Jungian function-attitudes produce different effects or products.

The MTR-i indirectly measures how Jungian function-attitudes are currently being used by tryingto measure how people see themselves affecting the inner or outer worlds.

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* Myers Briggs Type Indicatorand MBTIare trademarks of Consulting Psychologists Press Inc.


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The Eight MTR-I Team Roles

The MTR-I identifies eight team roIes:

Sculptors bring things to fruition by getting things done, and getting them done now! They try tohave an immediate impact on things, injecting a sense of urgency, and aiming to achieve cleargoals and tangible results. They achieve their goals by making use of their experience, andutilizing tools or processes which they have proven can be relied upon. They are very action-oriented, and often spur others into action as well.

Curators bring clarity to the inner world of information, ideas, and understanding. They listen,ask questions and absorb information, so that in their mind's eye they can achieve as clear apicture or understanding as is possible. They focus on ideas that are based on clear, soundthinking. They expand their knowledge and collection of experiences, and also look to the futureby envisaging clear goals and clear pathways to the achievement of those goals.

Explorers promote exploration of new and better ways of doing things, to uncover hidden

potential in people, things or situations. They break new ground, and are often looking one stepbeyond the current situation to pursue unexplored avenues. Explorers often challenge the statusquo and experiment with the introduction of change, to see if the situation can be improved ornew potential uncovered.

Innovators use their imagination to create new and different ideas and perspectives. Theyobserve the world around them, and then consider what they have observed from a number ofdifferent perspectives. Innovators often produce radical solutions to problems, develop long-term vision and dream up new ideas and insights - demonstrating an apparent understanding ofwhat cannot be clearly known.

Conductors introduce organization and a logical structure into the way things are done. They

organize and systematize the world around them, establishing appropriate plans, identifying andimplementing the correct procedures, and then endeavoring to make sure they are followed.They try to ensure that roles and responsibilities are properly defined and that appropriateresources or skills are available to undertake the work assigned.

Scientists provide explanations of how and why things happen. They bring structure andorganization into the inner world of ideas and understanding. They analyze things, formulatinghypotheses and explanations of how they function, and gather evidence to assess how truethose explanations are. They produce mental models that replicate how a particular aspect ofthe world works, and they try to understand the full complexity of any situation.

Coaches try to create harmony in the world around them, by building rapport with people,

creating a positive team atmosphere, looking after people's welfare, motivating people and/orproviding a service to the satisfaction of others. They value people's contributions, seek todevelop the role that others play, and invest a lot of effort in building positive relationships. Theytry to overcome differences of opinion and find ways in which the team can agree.

Crusaders give importance to particular thoughts, ideas, or beliefs. They are value driven, andin a team discussion they often bring a sense of priority that is derived from their strongconvictions. They seize upon and emphasize ideas or thoughts that have the greatest import,


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bringing them to the fore and stressing their significance. They assess the inherent value orimportance of new ideas, focusing on those about which they feel most strongly.

MTR-I Maps Onto Other Type Indicators

The MTR-i team roles map onto the sixteen personality types measured by many well knowType Indicators.

How Can The MTR-I Be Used?

The applications of the MTR-i are limitless. For example, individual clients can compare theirMBTIand MTR-i results to examine the difference between their personality preferences andwork persona. Sources of stress can be examined, such as having inadequate opportunity touse ones dominant function, or being under an excessive demand to use the inferior function.Teams can use the MTR-i to identify sources of conflict, such as differing expectations aboutthe roles being undertaken, or frustrations caused by the absence of important team roles.Consultants can use the MTR-i alongside the MBTIto identify team dynamics that result fromthe interplay of what I want to do and what I find myself doing. It can also be used to trackpersonal development over a long period of time, because the MTR-i takes a snapshot of howthe function-attitudes are currently being employed.

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