Personality and Change Management
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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. The purpose of this presentation is to help you learn how to include the (sometimes opposing) needs of different personality types in a change management strategy. The handout is available at the following link: http://www.slideshare.net/andreajwenger/personality-and-change-management-handout
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Personality and Change Management
- 1. Personality and Change Management Andrea J. Wenger Twitter: @AndreaJWenger #MBTI #STC13
- 2. Objective Learn how to include the (sometimes opposing) needs of different personality types in a change management strategy.
- 3. “People are a problem.” —Douglas Adams, The Restaurant at the End of the Universe
- 4. “Normal people don't like change. Most of us who think change is fun are consultants.” —Sarah O’Keefe (paraphrase)
- 5. Cats
- 6. Neanderthals
- 7. Why?
- 8. Because I said so
- 9. “People do not resist change —people change all the time. What people resist is having others impose change on them.” —Margaret Wheatley
- 10. Change Management Intentional vs. Imposed Change
- 11. Even positive change comes with a sense of loss.
- 12. Different people react to change differently
- 14. Myers-Briggs Type Indicator Four scales Extraversion/Introversion Sensation/Intuition Thinking/Feeling Judgment/Perception
- 15. You won’t know the personality type of the people affected by the change.
- 17. Type Preferences Extraversion Focus outward Like noise Talk things out Introversion Focus inward Like quiet Think things through
- 18. Extraversion Interaction Large groups Informal discussions Chance to act
- 19. Introversion Privacy Small groups Written communication Chance to reflect
- 20. Happy together
- 22. Sensation Discrete data Details Facts Observation Specifics
- 23. Intuition Patterns Big picture Implications Connections Generalities
- 24. Managing Change Sensation Details Clear directions Continuity Realism Thoroughness Intuition Context Exploration Vision Imagination Ingenuity
- 26. Thinking Logic Objectivity Planning Fairness Competence
- 27. Feeling Values Empathy Inclusion Respect Support
- 28. Managing Change Thinking Logic Planning Competence Fairness Feeling Values People Support Respect
- 32. Judgment Closed-ended Decisive Orderly Methodical
- 33. Perception Open-ended Flexible Spontaneous Deadline-driven
- 34. Managing Change Judgment Establish milestones Follow the plan Prepare contingencies Perception Adjust as needed Welcome opportunities Get more information
- 36. Taking Charge of Change Address your needs Communication Information gathering Decision making Scheduling
- 37. Taking Charge of Change Address the needs of others Communicate Participate Respect others Improve but don’t disrupt
- 38. Taking Charge of Change Take action Get information Ask to be included
- 39. “A lot of people are afraid to say what they want. That’s why they don’t get what they want.” —Madonna
- 40. Resilience
- 41. Extraversion + Intuition Explore change with others Look for implications
- 42. Extraversion + Sensation Take action Get things done
- 43. Introversion + Intuition Conceptualize the change Look for connections
- 44. Introversion + Sensation Gather information alone Learn the specifics
- 45. Conclusion Include the needs of different personality types in a change management strategy to make your business more successful.
- 46. “Do not train children in learning by force and harshness, but direct them to it by what amuses their minds…
- 47. …so that you may be better able to discover with accuracy the peculiar bent of their genius.” — Plato
- 48. Bibliography Barger, Nancy J. and Linda K. Kirby. Introduction to Type and Change. Baron, Renee. What Type Am I?. “Bouncing Back,” CPP Education Blog, cppeducation.blogspot.com/2012/08/bouncing-back.h . Myers, Isabel Briggs. Gifts Differing. Jung Typology Test at www.humanmetrics.com.
- 49. Contact Information Andrea Wenger Sr. Technical Writer, Schneider Electric Incoming Member, Nominating Committee President, STC Carolina Chapter Communications Mgr., Technical Editing SIG andreajwenger@gmail.com Facebook: andrea.j.wenger LinkedIn: www.linkedin.com/in/andreajwenger
Editor's Notes
- Cats don’t like change. When you go on vacation, you don’t board your cat like you would a dog. You get a pet sitter to come to your house. Cats are highly territorial. They don’t like to leave home.
- Neanderthals lived in Europe for a quarter million years. In all that time, their technology didn’t change—up until the time that modern humans first appeared in Europe, about 35,000 years ago. Then Neanderthals began copying our technology. But it was too little, too late. Neanderthals couldn’t compete with modern humans, and they went extinct. They lacked our inquisitive nature.
- Studies have shown that the average 4-year-old girl asks the question “Why?” about 400 times a day.
- But all too often, the answer we give them is “Because I said so.” Now, sometimes, this is the only way to stop small children from questioning your decisions. They don’t really want to know why. They just want you to give in. But when it comes to adults, “because I said so” is never a sufficient answer.
- It’s a myth that people resist change. When organizations find that change is necessary, they must get buy-in, or the change will fail.
- While some people are energized by new opportunities, others may be stuck, unable to adjust, wishing things were back the way they used to be. Effective change management accounts for these extremes and all the variations in between.
- You don’t need to know the personality type of the people affected by the change. In fact, it may not even be useful to know their type. Many factors other than personality play a role, and you don’t want to treat people like stereotypes.
- H.J. Heinz’s first business went bankrupt. His second business invented ketchup and grew into a 12 billion dollar company. Entrepreneurship is often the story of failures that lead to success.
- In the Marshmallow Challenge devised by Peter Skillman, recent kindergarten graduates significantly outperformed recent business school graduates. Instead of trying to devise the single right plan, the kindergartners experimented until they found a good solution.