Taylor Clarke Blog

MBTI and Change by Bill Roxburgh, Principal Consultant

March 17th, 2008

In conceptualising change within organisations it can be tempting to think that people experience change in a similar way.  Theories of change are useful in giving us an overview of the stages which large groups of people could be expected to go through; however they can also mask the differences which individuals exhibit during change - differences in their reactions, their needs, their behaviour, and the contribution they want to make during organisational change.  The Myers Briggs Type Indicator (MBTI) gives us a robust basis for talking about individual differences during change and transition.

As an illustration, let us take two personality Types from the possible sixteen offered by the MBTI, and to stretch the point, let us take two widely differing Types.  As you read, reflect on how you would manage the two individuals - the different approaches, if any, you would take.  Firstly, imagine the type of person who has built up her expertise carefully over the years; her knowledge and competence is a real strength - she is seen as the backbone of the organisation, reliable, organised and logical (Person A).

Person B’s strength is his energy, creativity, and warmth.  He is stimulated by new people and new ideas.  He is known as a catalyst within the team, with his enthusiasm and his ideas for improving the way things are done.  He tends to carry others along with him because he is on the look out for others and wants to involve them. 

Endings:
Each will deal with the losses of organisational change in different ways.  If Person A understands the logic of what is changing and is reassured that her past expertise will be of value in ‘the new world’ she will instinctively understand the realities of what must change and want to make a clean break in order to move on.  Person B, on the other hand, will most likely need to talk a lot about the change with colleagues - he is really good at making space for others to talk.  His deeply felt values will be to the fore - he needs to know that these are not being violated in what is proposed, and that he has the time and opportunity to view the change from different angles.

Neutral Zone:
Change inevitably brings with it periods of uncertainty; again, it is likely that ‘A’ and ‘B’ will have different needs during this phase, and can bring different strengths to the process.  ‘A’ will most likely be frustrated from the lack of knowing and lack of structure - ‘why is everything in such a muddle?’, ‘why is everyone whining and getting emotional?’  To ‘A’, goals, plans, facts are important - ‘why can’t we just get on with it?’,  ‘A’ will find comfort in factual, detailed, logical information about the change; she will need to see the communicator of this information as credible in her eyes.  When involved in the change, she can bring her strength to bear - that of carving out the detail, and presenting it accurately to her colleagues. ‘B’ meanwhile is going through his emotional rollercoaster - excitement one minute, anxiety the next.  His anxiety may well be around the way in which valued colleagues are coping or apparently being treated by the organisation.  He will find comfort in the opportunity to be involved in creating the future, involving and informing others.  If his strengths are harnessed by the organisation he is likely to be creative in shaping the new vision, and ensuring others feel excited about it.New Beginnings:
Assuming the needs of both are catered for in the transition management, their strengths can shine through in the beginning stages of ‘the new world’.  Consider the strengths of ‘A’ in scheduling and structuring new ways forward, and her motivation to get things started.  Likewise the enthusiasm and energy of ‘B’ in ensuring everyone is on board, taken care of, and bought in to a new vision.My intention here is not to label people, stereotype them or box them in; after all, theories are merely sets of hypotheses about people (albeit ‘there is nothing so practical as a good theory’).  Rather, my intention is to illustrate that we are each different in our approach to change, and we do each have unique talents, which if noticed and valued, can be invaluable resources in the midst of the turbulence of change in our workplaces today.  Change is not negative per se - the most resistant people in the workplace are often the most enthusiastic drivers of change in their homes, their communities and in their hobbies.  The mismanagement of change in the workplace can lead to negative, energy sapping environments.  And the result of this?  The change is never actually implemented - the vision does not become reality, the savings do not transpire, the profit does not increase sustainability, processes do not become more efficient.  Recognising individuals’ needs and strengths I believe, helps ensure the success of change initiatives.Ref:  ‘The Challenge of Change in Organisations: Helping Employees Thrive in the New Frontier’ Barger, N. and Kirby, L. Davies-Black Publishing, 1995.

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