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Laura
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The people component of
change identifies a persons behaviors and attitudes toward change and
encompasses three perspectives.
Through assessment, we
determine a person's "style" which, when aggregated, presents an
overall profile of the target audience. Categorized by those who:
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Drive Change
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Enable Change
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Are Hesitant Toward
Change
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Resist Change
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Within each of these
"styles", we further identify unique "groups" or clusters.
For each "group" we have identified key characteristics of behavior,
including :
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What they are skilled
at
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What they have
difficulties with
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How they will contribute
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What their needs are
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How they will behave when
their needs are not met
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Resist
– R-2
There are 391 participants with this type.
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Skilled
At:
Dealing with the people component of
change.
Providing organization and
structure.
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Difficulties
With:
Of
all the types, R-2s experience the most difficulty with change.
Their primary focus is using their accumulated data, especially
about people, as a base of understanding and acting.
In changing situations in which they do not have experience, they
can feel lost and overwhelmed.
Use
change as a protective maneuver, rather than changing for the sake of
change. Because of their
commitment to people, they also identify and empathize with everyone
around them. R-2s need lots
of information and support to deal effectively with change.
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Contribution:
Organize
the plan.
Support
people.
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Needs:
A
well-thought-out plan with lots of pieces.
Assurances
that people needs are being considered.
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When
Needs Are Not Met:
Overwhelmed,
lost, and rigid.
Romanticize
“the good old days.”
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For each "group" we have developed
suggestions when communicating, including:
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What to do
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What not to do
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What's effective
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What's not
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This information is
imperative in developing and executing an effective communication and fan-out
plan.
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R-2
– There are 391 participants with this type.
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Suggestions
when communicating with R-2s:
The
underlying theme when communicating with R-2s should be relationships,
harmony, and service.
Give
advance warning of the need to address an issue, rather than springing a
surprise.
Do
not force R-2s to take action—allow them time to think.
Do not interpret R-2s’ silence as agreement, they may still be
deciding.
Remember
their feelings and personal values when giving them feedback; try to
debate with them less.
Share
your thoughts and ideas with them more, even if they seem obvious.
Praise and acknowledge their contributions and talents.
Communicate
to them clear, unambiguous directions for completing a task and prepare
them for change in advance.
Remember
to address schedules and deadlines during communication.
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