How to use MBTI Insights in your retrospectives: Introvert vs. Extrovert
8 minuten leestijd
A Habit of Continuous Learning
Establishing a habit of continuous learning is crucial for creating flow within a team. However, many organizations have yet to embed this practice. Why do some retrospectives run smoothly while others get stuck in silence or descend into chaos? The answer often lies in how team members with different personalities collaborate. In this blog, you’ll discover how understanding MBTI preferences, such as introversion and extraversion, can make your retrospectives more effective.
The first retrospectives are often a search for structure, and even experienced teams can struggle. Curious about what makes a great retrospective? Check out this blog: A Great Retrospective! In the early stages of running retrospectives, there’s a risk of them turning into mere “complaint sessions.” Team dynamics play a significant role in this. A key factor in how quickly teams provide feedback to each other and improve their processes is how well team members know one another. As Patrick Lencioni describes in his book The Five Dysfunctions of a Team, building trust in a group requires a deeper understanding of each other—not just factual knowledge but insight into how individuals think and operate. MBTI personality types can be a great starting point for building this understanding. Depending on the dominant preferences of individuals within the group, a retrospective can unfold in entirely different ways. In this blog series, we’ll explore how different MBTI dynamics can appear during retrospectives. Let’s begin by looking at the difference between introverted and extraverted preferences!
Introvert vs. Extravert: What Does It Mean?
The difference between introverts and extraverts is defined by where individuals prefer to direct their energy—internally or externally. Someone with an introverted preference tends to think things through before sharing their thoughts. They typically share feelings only after they’ve had time to process and articulate them. In contrast, someone with an extraverted preference prefers to think out loud and process thoughts through interaction. Extraverted individuals often need engagement with others to clarify their ideas.
However, these preferences aren’t always immediately visible. An introvert can be completely comfortable speaking in front of a group and may talk a lot. Conversely, someone who doesn’t speak much may have simply learned to express themselves less and might appear quieter in larger groups.
How MBTI Preferences Influence Retrospectives
New teams often struggle to get retrospectives going. If the team consists mainly of extraverted members, this challenge is usually smaller. Give this group a clear task, and they’ll openly engage with it—sometimes so openly that thoughts are shared unfiltered.
In IT, particularly in more technical teams, you often encounter more introverted team members. Many have chosen IT because interacting with a computer screen feels easier than engaging with people.
I once facilitated a retrospective that started off very awkwardly—nobody said a word! We began with a simple “Start, Stop, Continue” exercise. I asked the team to silently jot down their thoughts without any time pressure. After what felt like five minutes, some participants still hadn’t written anything. I asked them, “Is something unclear?” It turned out these participants had a clear introverted preference. They wanted to analyze and reflect before committing anything to a post-it.
After about ten minutes, the floodgates opened—they each filled out five post-its in no time. Meanwhile, the team’s extraverted member could barely contain himself: he loudly shared his thoughts and was already placing his notes on the board before the introverted members had finished writing.
As we began discussing the notes after the first ten minutes, the difference in preferences became even clearer. The most introverted members felt their post-it notes spoke for themselves—they had already thought everything through. The extraverted members quickly picked up on the notes and took the floor. However, meaningful dialogue between the two groups was still difficult. Once the extraverts had spoken, the introverts became much quieter. Yet, it was clear there was much more beneath the surface.
Practical Tips & Tricks for Balancing Your Retrospectives
Neither group was doing anything wrong. The key is to create space for both preferences to thrive. • Together Alone Start by letting the group write down their thoughts in silence. This ensures that everyone has the opportunity to contribute. By giving the team a set amount of time to write, the room naturally becomes more focused. Once the ideas are on paper, address the most prominent topics and invite introverted team members to share their insights first.
• Timebox Discussions Use clear time limits for each topic and communicate these in advance. This structure helps cover all topics and ensures introverted participants have the space to speak up.
• Structure Equality Make sure everyone gets a chance to speak—introverted or extraverted. Review all post-its to ensure every participant has had a turn. Listen carefully to introverted members and ask follow-up questions; there might be a well-thought-out idea behind their point that they haven’t fully expressed.
• Evaluate Team Preferences It’s not enough for the facilitator to understand team dynamics—the team itself must recognize and adapt to each other’s preferences. That’s why the team needs to understand their own dynamics and recognize them in others. Strengthening mutual understanding is essential! Regularly highlight these preferences and consider conducting an MBTI team assessment.
By consciously addressing the differences between introverted and extraverted team members, you can make your retrospectives more effective. Want to learn more about how personality preferences influence team dynamics? Contact Mark Your Progress for an inspiring session or follow us on LinkedIn for more practical tips.
