Monday, December 9, 2019

The “Personalities” from Change Management Perspectives

Change fit doesn’t mean that everyone needs to have the same thought process, the same personalities, the same preferences, the same experiences or take the same approach for changes. 

Change is the new normal with increasing speed. In practice, more than two thirds of change initiatives fail to achieve business expectations. It's no surprise to know that only a small percentage of people are changing agents either strategically or tactically.

What are personalities from change management perspectives? When we say personality, we are talking about mindsets, traits, emotions, attitudes, behavior, etc. Personality is shaped both by genes, by perceptions and experiences. How to differentiate change leaders from change laggards?

Pathfinder: The large scale of change such as digital transformation comes with the foresight to envision the need that others perhaps overlook or ignore and a willingness to forge ahead to satisfy vision, in spite of a risk of failure. Thus, a transformative leader or change agent is often a visionary and a pathfinder who can provide the direction as vision and mission for driving change smoothly.

Change the game is a mindset. It often requires a high level of creativity, which means you need to get used to stepping outside that old box to unfamiliar territory, discover and explore your own path. The world needs more change agents who can handle the ever-increasing complexities and discover the new path for leading digital transformation seamlessly.

Protagonist: The protagonist is a member of the changing environment, the engineer, manager, gatekeeper, or similar role, which has a specific skill set in the field of the change. The right protagonist is the one who is convinced of the change and speaks the language of the colleagues. They are the change champions who assist in resolving conflicts and pull the right strings to make changes go smoothly.

 Change protagonist are often specialists present the technical skills to manage change, set interactive procedures to keep processes moving forward and initiate effective communication to engage people. When people see that they have a future, they set out on adventures, create, and think proactively. To make seamless changes, seek out your early adopters and plant the seed, and help them as they work on the next round of the business initiatives to show the value in the change.

Coordinator: Business Change Management has a broader scope, including such as stakeholder management, communications, process or organizational change, training, or digital readiness etc. There is also technical change management which includes changes to business environments, configuration management, or software releases, etc. It takes transparent approaches to manage change with interactive procedures and effective communication.

With the hyperconnected nature of digital organization, often change management process will cut across several business units and the ultimate goal will be effective business operation. The change organizers provide a set of methods and procedures to facilitate change, layouts, events, and public relationships, etc. They are the professional change agent with a set of tools, apply change mechanisms to make change happening and bringing about behavior change to achieve objectives which can truly make positive progress in either an organization or beyond.

Follower: The majority of people perhaps neither love nor hate "change," they are change followers. Many people are inherently cynical about change, many doubt there are effective means to accomplish major organizational change. Some people are content executing specific activities or transactional tasks and these individuals are change followers but also critical to the success of every organization as well.

 People look for “What’s In It For Me.” Given this, Change Management needs to craft and most importantly deliver these messages at both the individual and group level, and most importantly, reinforce these statements through consistent actions. Change requires the management of people’s anxiety and confusion or conversely stimulates their excitement and engagement, encourage and train followers to express their views, know what to change and how.

Resistor: People can be resistant to change for several reasons namely for being taken out of their comfort zone and it should be unequivocally understood. People fear what they don’t understand. People make assumptions based on their own experiences and perceptions. People naturally resist change. 

To dig deeper, the resistant mindsets can be described as static, defensive, resist, or reject, anything that affects the cozy comfort zone. The fixed or rigid mind usually won’t allow a person to think beyond a point. We also need to recognize that there are various approaches to change such as planned change, unplanned change, imposed change, negotiated change, and participative change. It is, therefore, safe to conclusively say that some forms of change may be difficult to be resisted.

Change fit doesn’t mean that everyone needs to have the same thought process, the same personalities, the same preferences, the same experiences or take the same approach for changes. "Change Personality" can also change over a period of time depending on the consistency of practices. It is, therefore, important to stimulate positive emotions for building the changing habits and develop changeability either at the individual or the organizational level, with the goal to accelerate performance and unlock the full digital potential.


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