Suvasi Textiles

Abstract

The case highlights the role of personality type in a decision-making process. The management team of Suvasi Textiles needs to decide whether to accept a new order or not. Accepting the order would enable the company to set out on a new path of growth, which was needed in the highly competitive textile market. However, there were many risks revolving around financial, technological, human resources, and strategic issues. The problem was complex, and the initial discussion between the management team members had been contentious. Some members supported the new path, while some opposed it. It could also be hypothesized that the process of decision-making was being impacted by the personality type of different management team members. The brief personality profiles of management team members are shared in the case. Case participants are required to form hypothesis about the personality types of team members using the Myers-Briggs Type Indicator (MBTI) framework. They are also aided through the mechanics of identifying type dynamics and understanding its role in human behaviour. Subsequently, the role of personality types in team dynamics is identified and its impact on negotiating conflict, response to change, and managing stress is discussed. The case discussion concludes with an exploration of how the management team could move towards a more effective decision-making process in the upcoming meeting.