COURT TEAMS’ DECISION-MAKING:

THE ROLES LOGIC, PERSONALITY,LIFE EXPERIENCES & VALUES PLAY

  

Tom Langhorne, Esq.The Langhorne Group, Inc.www.LanghorneGroups.co

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MBTI IN THE COURTS EXTROVERTS

• Avoid over scheduling • Avoid “ruling from the hip;” Contemplate • Avoid viewing “I”s as less credible • Avoid interrupting others• Allow time for others to respond• Don’t resist to making unpopular decisions• Be patient with long decision making

processes• Spend time on complicated issues• Can be seen as meandering or superficial

MBTI IN THE COURTS INTROVERTS

• Share your thoughts/reasoning more easily • Communicate more openly and readily • Explain conclusions; don’t just announce it• Avoid viewing “E”s as rambling, glib• Work hard to move decision making along • Well thought out decisions- take too long? • Can be seen as independent and stubborn

MBTI IN THE COURTS

SENSING• Look for meaning behind the data: patterns

• Ask “Why” & “What’s the reasoning behind this”

• Don’t get “bogged down” in details • Listen to “hunches” before making a decision

• Work on flexibility • Don’t view “N’s” as less credible

• Can be seen as dogmatic, preoccupied with rules

MBTI IN THE COURTS

INTUITIVES• Simplify your message

• Give examples when explaining

• Take notes

• Don’t overlook important facts/details

• May be unrealistic estimating length of task

• Can be perceived as impractical rebels who break the rules

MBTI IN THE COURTS

THINKING

• Practice “empathetic listening” skills• Be open to exceptions• Avoid appearing too “detached” • Be comfortable with feelings being

expressed• Consider decisions’ impact on

people/human needs

MBTI IN THE COURTS FEELING

• Strive for consistency • Don’t take decisions home • Don’t let emotions overrule rational

processes • May not be comfortable confronting

MBTI IN THE COURTS

JUDGING Suspend judgment until …

Don’t push decision making along too fast • Avoid rushing witness/lawyers to closure • Develop tolerance for some

“disorganization” in courtroom • Avoid interpreting guidelines literally and

without deviation • Develop patience with courtroom

participants

MBTI IN THE COURTS

PERCEIVERS

• Avoid procrastinating• Avoid prolonging decision-making • Don’t overlook deadlines• Resist allowing team members taking

excessive time (pull the trigger)• Strive for more methodical approach • Integrate “planning” strategies

Source: “Personality Type and Judicial Decision Making,” The Judges Journal, Summer 1998, John W. Kennedy, Jr.

THE LOGIC:

AVOIDINGCOMMON ERRORS IN

LOGIC AND REASONING

DEDUCTIVE “TOP DOWN”REASONING

(FROM GENERAL TO SPECIFIC)

THEORY 1

HYPOTHESIS 2

OBSERVATION 3

CONFIRMATION4

INDUCTIVE “BOTTOM UP”REASONING

(FROM SPECIFIC OBSERVATIONS TO BROADER GENERALIZATION)

THEORY 4

TENTATIVE HYPOTHESIS

3

PATTERN 2

OBSERVATION 1

REFLECTIONS & REACTIONS:THE LUNCH DATE

Describe these characters . . .

• Woman wearing a hat

• Man who bumps into her

• Man eating salad at dinner

REFLECTIONS & REACTIONS:THE LUNCH DATE

1) What did you find yourself doing, thinking, observing or feeling during video?

2) Did your perceptions of the characters change as you received more information?

3) Are your reactions to the film relevant to your work in the courts system?

WHAT IS ONE OF THE MOST CHALLENGING THINGS

DECISION MAKERS MUST DO ON A DAILY BASIS?

SUSPENDING JUDGMENT

UNTIL . . .

WE HAVE SUFFICIENT

INFORMATION

When we look at other people, often we. . .

• Notice differences

• Mistakenly assume other information about person

• Then “notice” behaviors, attitudes we expect to see

E.g., Brown/Blue-Eyed Students Experiment

HOW DO WE ELIMINATE BIASIN OUR COURTS?

1) Inventory our beliefs about “different others”

2) Practice monitoring our reactions – Ask “Why?”

3) Train ourselves about our “assumptions”

HOW DO WE ELIMINATE BIASIN OUR COURTS?

4)Know that differences are not better or worse

5)Realize our life experiences color our perceptions

6)Suspend judgment until . . . !

IAT 

IMPLICIT ASSOCIATION TEST

Google “IAT” or go to

https://IMPLICIT.HARVARD.EDU

THE LANGHORNE GROUP, INC.