Navigating the Challenge of Change Through Understanding Change Styles

Flat reactions to changeWith an app, process and system for almost everything, it would be easy to question why executing on successful change is still so difficult. It is crucial to measure organisational readiness of change but perhaps we are forgetting the basic element: people either make or break a change initiative.  Many people are familiar with the model of the  emotional cycle individuals travel through if change is successful – the Kubler-Ross Model – but given the contestability of research from Yale, perhaps it would be best to ascertain the preference of an individual when faced with change. I’ve recently been searching for a tool that would begin the conversation among team members on their preferred response to change.  While facilitating a group debriefing session and subsequent conversations with the individuals involved, I have been impressed with how this insight is being used to discuss new initiatives.  The tool I selected was the Discovery Learning Change Style Indicator.

While there are other tools that can stimulate a difference towards the mindset of change such as the Myers-Briggs Type Indicator, this self assessment cuts straight to the chase keeping the conversations focused on previous and future change.  The added bonus is the brevity of time required to respond.

For organisations that are frequently responding to a dynamic market, this might just be a useful way to identify and plan for specific actions to assist individuals in responding to the challenge in a useful and positive way.