Counselling to resolve a clash of cognitive styles

A conflict concerning perceived effectiveness arose within a small specialised department between the departmental managers and their senior analyst. Through self-referral and by referral from the managers, the analyst approached the author for counselling. Data concerning the cognitive styles of the departmental members were gathered using the Kirton Innovation-Adaption Inventory (KAI). Additional data on the analyst were gathered using the Myers-Briggs Personality Type Indicator. The KAI data was fed back to the members of the department along with an explanation of the theory underlying the instrument. They discussed the problem and their new perceptions in an attempt to develop a solution. The author acted to manage the process and keep the aims of their discussion in focus. Additionally, individual counselling with the analyst was carried out, using the other psychometric data and data derived through discussions of the problem. The analyst subscribed to look for an alternative career as a means of escaping from his situation since the pressures on the Company were reducing the possibilities of operational change within his department. The problems of counselling in this situation and the pitfalls of the approach are discussed, along with the benefits derived. The conclusions give new perspectives useful to future counselling situations.