Even when each individual is capable, meetings fail to reach conclusions and handovers result in rework. In such cases, in addition to abilities, it is necessary to confirm judgment criteria, roles, decision-making authority, and shared information.
At NEXT SCIENCE's Human Solutions, we treat the Talent Data Bank not as a way to rank people's abilities, but as decision-making material to organize strengths, decision-making, roles, and placement. Here, we introduce what to verify in the workplace before pinning down personality types.
Breaking down "misalignment" into specific situations
Simply saying there is "poor chemistry" does not determine how to improve things. Record actual situations, such as delays in getting started, specification changes mid-project, or waiting indefinitely for approval. The same problems can occur due to busyness, lack of necessary knowledge, or information delays. Not attributing causes solely to personal traits is the starting point.
Even with the same proposal, the things you want to confirm first differ
Some people want to know the results and deadlines first, others want to confirm the agreement of stakeholders, and some want to test new possibilities. There is no right or wrong to these differences themselves. However, if the information necessary to reach a conclusion is not shared, people will not be aligned in their judgments even after hearing the same explanation.
For example, if you have a "staff member who wants to proceed quickly" and a "staff member who wants to align conditions," before fixing the fast person as the promoter and the cautious person as the checker, confirm their experience, desires, and the skills required for the task. Roles cannot be determined by personality labels alone.
Four items to confirm in meetings and handovers
| Confirmation Item | Dialogue Question | Example of Adjustment |
|---|---|---|
| Objective | What constitutes completion? | Summarize deliverables and deadlines in one sentence |
| Judgment Material | What is needed before deciding? | Share data, context, and stakeholder conditions |
| Role | Who is responsible for proposing, executing, and confirming? | Eliminate overlap and gaps in responsibilities |
| Decision-making | How much is delegated, and who makes the final call? | Determine approval conditions and consultation timing |
Try reaching agreement on roles for just one task first
For the next meeting or a small project, decide on the proposer, executor, checker, and final decision-maker. One person may take on multiple roles, but ensure no role is left unassigned. After completion, reflect on waiting times, rework, and individual burdens.
The following is an illustrative example. In a situation where a new product idea is being proposed, separate the time for presenting the idea from the time for confirming profitability, deadlines, and terms of supply. Rather than ending with "it was rejected," discuss what information is needed to move forward. This is not a customer case study or proof of effectiveness from NEXT SCIENCE.
Connecting the Talent Data Bank to dialogue and placement
The Talent Data Bank helps organize behavioral traits and decision-making tendencies to assist in thinking about role distribution. Even if the analysis results differ from the person's own perception, prioritize actual behavior and the situation they are in rather than using the report to make assumptions.
It is necessary to consider placement by combining ability, track record, experience, personal desires, and work constraints. It is not intended to decide hiring, dismissal, personnel evaluation, or placement based on analysis alone, nor is it a medical diagnosis or psychological test.
For those who want to organize team role distribution
See how to think about strengths and organizational placement with Human Solutions / View Talent Data Bank analysis menus
Check the scope and coverage of organization and team structure analysis / Consult about organizational placement
When consulting, please provide the number of people, the situations occurring, and the roles you wish to organize. For guidance on communication breakdowns, please also see 5 points to confirm for how to communicate with subordinates.
Written by: NEXT SCIENCE / Company Information
Eye-catching image: Dylan Gillis / Unsplash (Image photo. Trimmed to 1:1. Not a photo of our employees or clients)