People react differently to change

Why some of us are more open to the concept of change whereas others seem to be unwilling to even consider it?!

Similar to right- or left-handedness, individuals’ approach to change reflects aspects of their personality and neurological preferences. Chris Musselwhite and Robyn Ingram refer to this range of individual response to change as the continuum of change. Authors and creators of the Change Style Indicator, Musselwhite and Ingram have characterized individuals as falling into one of three key categories indicating an individual’s perception of change.

The continuum, shown below, runs from conserver to pragmatist to originator; each style having unique perceptions of the necessity and interest in implementing or participating in change. The conserver resists change because of the unknown. The pragmatist lies in the center of the continuum and changes when it is absolutely necessary. The originator lies at the other end of the spectrum from the conservative. Originators are completely comfortable with implementing change, and are of the “let’s try it out and see what happens” mindset.  Although varying significantly in their perceptions, each of these individuals bring valuable traits in both leadership and team member roles.

The conserver exhibits effectiveness by being steady, reliable and consistent.  Their cautious and deliberate nature is well utilized in the planning role of a change initiative. Preferring incremental change, they have the ability to implement change in a way that transitions the organization without causing significant disruptions in business.

The pragmatist facilitates, cooperates, and mediates, whereas the originator provides vision, energy, and novelty. For example, when leading a change initiative, pragmatists can often be valuable change leaders. Team-centered, the pragmatist views both sides and can often successfully operate as the mediator to identify acceptable common ground. 

The originators are well placed as the visionaries in change initiatives. Although implementation can be an afterthought for their change style, they are the big-idea people. Tapping in to their willingness to apply new ideas and future mobility for an organization can generate new ways of doing business that can streamline efficiencies and result in ROI for both employees and clients.

It is useful, therefore, to know where you team lies in the spectrum of the Change Style Indicator and take such types into consideration when structuring your team to run your change project.

The Changle Style Indicator may explain the attitude of certain leaders towards change if they happen to be Conservers for instance. This could be one of the reasons why most of change initiates change.

That said, this approach is not comprehensive and other factors should be taken into consideration when assessing an individual's perspective towards change. This is why coaching and other change management tools are handy and could be deployed by change agents through out the change process.

Need any support to roll out changes in your organization? contact samer@estisharat.org