Psychometrics is the hub for MBTI training, certification and access to the MBTI inventory in Canada. They are the “go to” source for new information and resources. The January newsletter is an example of bringing new insights and applications to both MBTI practitioners and the business community alike. This article is copied with permission.

Dealing with Organizational Change
By Shawn Bakker Of Psychometrics
Nancy Barger and Linda Kirby have integrated type theory with William Bridges’ stages of transitions. They asked 2,000 workshop participants to respond to the following question, “What does each preference need during a time of change?” The responses provide some understanding of how people facing the same transition may have different needs.

Time to talk about what is going on
Involvement – they want something to do
Communication, communication, communication
To be heard – to have a voice
Action, getting on with it, keeping up the pace

Time alone to reflect on what is happening
To be asked what they think
Thought-out, written communication and one-on-one discussion
Time to think things through before discussions and meetings
Time to assimilate change before taking action

Real data – why is the change occurring?
Specifics about what exactly is to change
Connections between the changes and the past
Realistic pictures of the future that make plans real
Clear guidelines on expectations, roles, and responsibilities

The overall rationale – the global realities
A general plan or direction to play around with and develop
Chances to paint a picture of the future – to create a vision
Options – a general direction, but not too much structure
Opportunities to participate in designing the future

Clarity in the decision making and the planning
Demonstration that leadership is competent
Fairness and equitability in the changes
The logic – Why? What are the goals? What systemic changes will there be?

Recognition of the impacts on people
Demonstration that leadership cares
Appreciation and support
Inclusion of themselves and others in the planning and implementing on change
Know how individuals’ needs will be dealt with

A clear, concise plan of action
Defined outcomes, clear goals
A clear statement of priorities
A time frame, with each stage spelled out
No more surprises!

An open-ended plan
The general parameters
Flexibility, with lots of options
Information and the opportunity to gather more
Loosen up, don’t panic, trust the process

Barger and Kirby provide much more information on how to deal with change in their book
The Challenge of Change in Organizations.

Category: Change
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