This is the handout for the slide deck at the following link:

1. Personality and Change Management
by Andrea J. Wenger
Twitter: @AndreaJWenger
www.WriteWithPersonality.com
awengerstc@yahoo.com
There’s a myth that people don’t like change. But as Margaret Wheatley put it:
People do not resist change—people change all the time. What people resist is having others
impose change on them.
Like people, organizations also change all the time. They can either impose change, which leads
to resistance, or they can involve their employees in the change to help ensure buy-in. The needs
of employees differ based on personality.
Extraversion (E) vs. Introversion (I)
• Introverts need a moment to process information before speaking. Extraverts tend to think
out loud.
• Introverts wait for a lull in conversation. Extraverts keep speaking to prevent a lull.
• Introverts prefer small groups and written communication. Extraverts prefer large groups and
informal conversations.
When managing change, keep the needs of both introverts and extraverts in mind:
• Introduce the change in writing. This gives the introverts time to process the information.
• Hold a town hall meeting, so extraverts can discuss the change and ask questions.
• Suggest that participants follow up with additional questions and comments in writing.
• Set up one-on-one conversations between employees and their manager (or between small
groups and their manager).
• Encourage informal discussions among employees. Involve them in putting their ideas into
action when possible.
Sensation (S) vs. Intuition (N)
• Intuitive types are abstract. They look for patterns, explore collateral changes, and want to
understand the big picture.
• Sensing types are concrete. They rely on data, want details, and gather information about
specifics.
When first introducing the change:
• Provide context for intuitive types. They need to understand the why before they can
understand the how. Start with the big picture.
• Then, provide details for sensing types. They want factual, step-by-step descriptions. Vague,
theoretical explanations won’t satisfy them.
© 2013 Andrea J. Wenger. All Rights Reserved. 1

2. During the implementation process:
• Give intuitive types the opportunity to explore different approaches. They want to
experiment and find out what works best, based on a general idea of the goal.
• Involve sensing types in practical applications. They need clear directions so they can work
in a careful and methodical way toward the desired result.
Thinking (T) vs. Feeling (F)
• Thinking types focus on logic and fairness. They regard emotion as getting in the way of
good decision-making. They ensure objectivity by stepping back from the situation,
distancing themselves from their emotions.
• Feeling types focus on values and empathy. They make better decisions when they consult
their emotions and consider the needs of people. They ensure that personal needs are met by
mentally projecting themselves into other people’s situations.
During organizational change:
• Demonstrate to thinking types that a clear and reasonable plan is in place. Make sure a
qualified leadership team is directing the change. Show equitable treatment to employees.
• Win the support of feeling types by including employees in the decision-making. Thank them
for their input and show respect for individuals. Provide support to ease the transition.
Judging (J) vs. Perception (P)
• Judging types are closed-ended—they like things settled. They make decisions as soon as
they have enough information to predict a good outcome. They dislike ambiguity and
changes in direction. They expect you to have a plan, to work the plan, and to have a
contingency in case of obstacles.
• Perceiving types are open-ended—they like to stay flexible. They postpone decisions until
the last moment so they can gather as much data as possible. They welcome the unexpected
and adapt as new information comes in. They want the flexibility to take advantage of new
opportunities.
Gear your change management strategies to meet the needs of both types:
• Explain the timelines for judging types, but let perceiving types know what’s negotiable.
• Establish milestones, but adjust the plan at defined intervals.
• Continue to gather information throughout the process, and make corrections if business
needs support the change.
• Stay open to opportunities, but don’t act on a whim.
Bibliography
• Barger, Nancy J. and Linda K. Kirby. Introduction to Type and Change. Mountain View,
CA: CPP Inc., 2000.
• Baron, Renee. What Type Am I? New York, NY: Penguin Group, 1998.
• Myers, Isabel Briggs with Peter B. Myers. Gifts Differing. Mountain View, CA: Davies-
Black Publishing, 1980, 1995.
• Jung Typology Test at www.humanmetrics.com
© 2013 Andrea J. Wenger. All Rights Reserved. 2