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Personality andChange ManagementAndrea J. WengerTwitter: @AndreaJWenger#MBTI #STC13
ObjectiveLearn how to include the(sometimes opposing) needs ofdifferent personality types in achange management strategy.
“People are a problem.”—Douglas Adams,The Restaurant at theEnd of the Universe
“Normal people dont likechange. Most of us whothink change is fun areconsultants.”—Sarah O’Keefe(paraphrase)
Cats
Neanderthals
Why?
Because I said so
“People do not resist change—people change all thetime. What people resist ishaving others imposechange on them.”—Margaret...
Change ManagementIntentional vs.Imposed Change
Even positive changecomes with a sense ofloss.
Different people react tochange differently
Personality Types
Myers-Briggs Type IndicatorFour scales Extraversion/Introversion Sensation/Intuition Thinking/Feeling Judgment/Percept...
You won’t know thepersonality type of thepeople affected by thechange.
Extraversion/IntroversionDirection of energy flow
Type PreferencesExtraversion Focus outward Like noise Talk thingsoutIntroversion Focus inward Like quiet Think thing...
Extraversion Interaction Large groups Informaldiscussions Chance to act
Introversion Privacy Small groups Writtencommunication Chance toreflect
Happy together
Sensation/IntuitionConcrete vs. abstract
Sensation Discrete data Details Facts Observation Specifics
Intuition Patterns Big picture Implications Connections Generalities
Managing ChangeSensation Details Clear directions Continuity Realism ThoroughnessIntuition Context Exploration Vis...
Thinking/FeelingObjective vs. subjective
Thinking Logic Objectivity Planning Fairness Competence
Feeling Values Empathy Inclusion Respect Support
Managing ChangeThinking Logic Planning Competence FairnessFeeling Values People Support Respect
Judgment/PerceptionPlanning vs. adapting
Judgment Closed-ended Decisive Orderly Methodical
Perception Open-ended Flexible Spontaneous Deadline-driven
Managing ChangeJudgment Establishmilestones Followthe plan PreparecontingenciesPerception Adjust asneeded Welcomeoppo...
Responding to Change
Taking Charge of ChangeAddress your needs Communication Information gathering Decision making Scheduling
Taking Charge of ChangeAddress the needs of others Communicate Participate Respect others Improve but don’t disrupt
Taking Charge of ChangeTake action Get information Ask to be included
“A lot of people are afraidto say what they want.That’s why they don’t getwhat they want.”—Madonna
Resilience
Extraversion + Intuition Explore change with others Look for implications
Extraversion + Sensation Take action Get things done
Introversion + Intuition Conceptualize the change Look for connections
Introversion + Sensation Gather information alone Learn the specifics
ConclusionInclude the needs of differentpersonality types in a changemanagement strategy to makeyour business more success...
“Do not train children inlearning by force andharshness, but directthem to it by whatamuses their minds…
…so that you may bebetter able to discoverwith accuracy thepeculiar bent of theirgenius.” — Plato
Bibliography Barger, Nancy J. and Linda K. Kirby.Introduction to Type and Change. Baron, Renee. What Type Am I?. “Bounc...
Contact InformationAndrea WengerSr. Technical Writer, Schneider ElectricIncoming Member, Nominating CommitteePresident, ST...
Personality and Change Management
Personality and Change Management
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Personality and Change Management

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. 1. Personality andChange ManagementAndrea J. WengerTwitter: @AndreaJWenger#MBTI #STC13
  2. 2. ObjectiveLearn how to include the(sometimes opposing) needs ofdifferent personality types in achange management strategy.
  3. 3. “People are a problem.”—Douglas Adams,The Restaurant at theEnd of the Universe
  4. 4. “Normal people dont likechange. Most of us whothink change is fun areconsultants.”—Sarah O’Keefe(paraphrase)
  5. 5. Cats
  6. 6. Neanderthals
  7. 7. Why?
  8. 8. Because I said so
  9. 9. “People do not resist change—people change all thetime. What people resist ishaving others imposechange on them.”—Margaret Wheatley
  10. 10. Change ManagementIntentional vs.Imposed Change
  11. 11. Even positive changecomes with a sense ofloss.
  12. 12. Different people react tochange differently
  13. 13. Personality Types
  14. 14. Myers-Briggs Type IndicatorFour scales Extraversion/Introversion Sensation/Intuition Thinking/Feeling Judgment/Perception
  15. 15. You won’t know thepersonality type of thepeople affected by thechange.
  16. 16. Extraversion/IntroversionDirection of energy flow
  17. 17. Type PreferencesExtraversion Focus outward Like noise Talk thingsoutIntroversion Focus inward Like quiet Think thingsthrough
  18. 18. Extraversion Interaction Large groups Informaldiscussions Chance to act
  19. 19. Introversion Privacy Small groups Writtencommunication Chance toreflect
  20. 20. Happy together
  21. 21. Sensation/IntuitionConcrete vs. abstract
  22. 22. Sensation Discrete data Details Facts Observation Specifics
  23. 23. Intuition Patterns Big picture Implications Connections Generalities
  24. 24. Managing ChangeSensation Details Clear directions Continuity Realism ThoroughnessIntuition Context Exploration Vision Imagination Ingenuity
  25. 25. Thinking/FeelingObjective vs. subjective
  26. 26. Thinking Logic Objectivity Planning Fairness Competence
  27. 27. Feeling Values Empathy Inclusion Respect Support
  28. 28. Managing ChangeThinking Logic Planning Competence FairnessFeeling Values People Support Respect
  29. 29. Judgment/PerceptionPlanning vs. adapting
  30. 30. Judgment Closed-ended Decisive Orderly Methodical
  31. 31. Perception Open-ended Flexible Spontaneous Deadline-driven
  32. 32. Managing ChangeJudgment Establishmilestones Followthe plan PreparecontingenciesPerception Adjust asneeded Welcomeopportunities Get moreinformation
  33. 33. Responding to Change
  34. 34. Taking Charge of ChangeAddress your needs Communication Information gathering Decision making Scheduling
  35. 35. Taking Charge of ChangeAddress the needs of others Communicate Participate Respect others Improve but don’t disrupt
  36. 36. Taking Charge of ChangeTake action Get information Ask to be included
  37. 37. “A lot of people are afraidto say what they want.That’s why they don’t getwhat they want.”—Madonna
  38. 38. Resilience
  39. 39. Extraversion + Intuition Explore change with others Look for implications
  40. 40. Extraversion + Sensation Take action Get things done
  41. 41. Introversion + Intuition Conceptualize the change Look for connections
  42. 42. Introversion + Sensation Gather information alone Learn the specifics
  43. 43. ConclusionInclude the needs of differentpersonality types in a changemanagement strategy to makeyour business more successful.
  44. 44. “Do not train children inlearning by force andharshness, but directthem to it by whatamuses their minds…
  45. 45. …so that you may bebetter able to discoverwith accuracy thepeculiar bent of theirgenius.” — Plato
  46. 46. 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.
  47. 47. Contact InformationAndrea WengerSr. Technical Writer, Schneider ElectricIncoming Member, Nominating CommitteePresident, STC Carolina ChapterCommunications Mgr., Technical Editing SIGandreajwenger@gmail.comFacebook: andrea.j.wengerLinkedIn:www.linkedin.com/in/andreajwenger

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