Why do we fear doing things differently? What makes us so apprehensive about change? What role do people play in the change process? Change is an ever-present force in life, yet as individuals, we often struggle to embrace it in various aspects of our lives. We tend to seek stability and familiarity, finding the unknown to be unsettling and intimidating. However, change is inevitable. So, how can we equip ourselves and our community to navigate personal and organizational change effectively?

This past week, I had the opportunity to work with a nonprofit board on visioning for 2024 and beyond. Now, some facilitators might hop right into strategic planning, goals, initiatives; however, I often take a different route. I like to focus on the people-part of creating a vision and change first. Oftentimes, when we are creating a vision and then selling that vision to other people, we are asking them to move from where they are to where we want them to be - or, we are asking them to change. I begin with the people piece because if we don’t understand the mechanics of how people think, react and behave to change, what good is trying to roll out a whole vision without understanding our audience?

John Kotter, renowned author and change management expert, says that 70% of human change efforts fail. That is an extraordinarily depressing figure when we also hear that the only constant in life is change. Does that mean that our visions, plans and change initiatives are all doomed to fail 70% of the time?

If we approach change with this statistic in mind, it should cause us to think about not only the specific change we are trying to achieve (new community mandate, new multi-million dollar building being built, new processes & policies, new strategic plan, etc.), but also navigating the people side of change. This is the key that is so often forgotten. We get an idea for change in our heads and then begin thinking about how to achieve it without spending adequate time on the road map for moving from our “as is” to our “to be” in the most successful way possible.

One tool I love to use and I used on the board seeking to develop a new vision, is the Change Style model, developed by Discovery Learning Inc. based on the aggregate results of over 150,000 change-style assessments using the Change Style Indicator®. The assessment offers valuable insights into individual preferences for change. This assessment places individuals on a continuum ranging from extreme Conserver to extreme Originator, with the Pragmatist positioned in the middle. Understanding these different change styles helps us better comprehend the diverse perspectives people bring to the change process.

The Conserver: Conservers prefer maintaining current circumstances over venturing into the unknown. They favor gradual, incremental improvements and are inclined towards changes that preserve the existing structure. Conservers may resist significant changes due to fear of negative consequences, such as being labeled troublemakers or facing job loss. They often view other personality types as impulsive or reckless, preferring controlled and slower changes to maintain stability.

Key talking points to know about Conservers:

Preferences: Consistent routines, incremental changes
Behavior: Reluctance towards major changes, tendency to preserve existing systems
Reactions: Fear of negative consequences, reluctance to deviate from established norms
Views: Preference for stability, skepticism towards rapid or radical changes
Risk Perception: Higher perception of risk associated with change

When you think of a classic Conserver, think of:

Warren Buffett: The renowned investor and business tycoon is often associated with a conservative approach to investment. Buffett is known for his preference for stable, well-established companies with strong fundamentals, reflecting a conservative and cautious approach to wealth accumulation.
Queen Elizabeth II: As the longest-reigning monarch in British history, Queen Elizabeth II embodies a conservative approach to governance and tradition. Throughout her reign, she has maintained a steadfast commitment to upholding royal protocols and preserving the stability of the monarchy.

The Pragmatist: Positioned in the middle of the spectrum, Pragmatists advocate for change when the current circumstances necessitate it, regardless of its impact on the existing structure. They approach change objectively, seeking tangible improvements that can be readily applied. Pragmatists value clear implementation plans and concrete results, although their support may vary depending on their trust in the competence and commitment of those responsible for the change.

Key talking points to know about Pragmatists:

Preferences: Practical solutions, evidence-based decisions
Behavior: Willingness to adapt to changing circumstances, focus on immediate results
Reactions: Openness to change with clear benefits, skepticism towards vague or poorly planned initiatives
Views: Balancing stability with adaptability, seeking practical solutions
Risk Perception: Moderate perception of risk, willingness to embrace change with tangible benefits

When you think of a classic Pragmatist, think of:

Angela Merkel: The former Chancellor of Germany, Angela Merkel, is widely regarded as a pragmatic and cautious leader. Known as the "steady hand" of Europe, Merkel's leadership style prioritizes stability and incremental, but progressive change.
Sheryl Sandberg: As the Chief Operating Officer of Facebook and a prominent advocate for gender equality, Sheryl Sandberg exemplifies pragmatism in leadership. Sandberg's approach to promoting diversity and inclusion in the workplace is characterized by evidence-based strategies and measurable outcomes.
Bill Gates: The co-founder of Microsoft and philanthropist, Bill Gates, is known for his pragmatic approach to addressing global challenges such as poverty and disease. Through the Bill & Melinda Gates Foundation, Gates employs data-driven solutions and strategic investments to achieve measurable progress in areas like healthcare and education.

The Originator: Originators gravitate towards rapid and radical change, challenging the existing structure and continuously seeking innovation. They fearlessly embrace doing things differently, focusing on task completion and exploring alternative approaches. Originators exhibit little fear of failure or success, believing that failure is often a stepping stone to success.

Key talking points to know about Originators:

Preferences: Innovation, disruptive change
Behavior: Eagerness to experiment, willingness to take risks
Reactions: Excitement towards new ideas, impatience with traditional approaches
Views: Embracing change as an opportunity, seeking unconventional solutions
Risk Perception: Lower perception of risk, seeing failure as a part of the learning process

When you think of a classic Originator, think of:

Steve Jobs: As the co-founder of Apple Inc., Steve Jobs was a pioneering figure in the technology industry known for his visionary leadership and penchant for disruptive innovation. Jobs' commitment to pushing the boundaries of design and technology reshaped consumer electronics and popular culture.
Mahatma Gandhi: The leader of the Indian independence movement, Mahatma Gandhi, embodied radical change through nonviolent resistance and civil disobedience. Gandhi's philosophy of Satyagraha (truth force) inspired mass movements for social and political change, ultimately leading to India's independence from British rule.
Barack Obama: As the first African American president of the United States, Obama challenged conventional norms and reshaped the political landscape with his innovative strategies and vision for change. He introduced groundbreaking policies such as the Affordable Care Act (Obamacare), which aimed to revolutionize healthcare access in the country. Obama's forward-thinking leadership style, coupled with his willingness to take bold action on issues like climate change, immigration reform, and LGBTQ+ rights, marked him as a visionary leader who wasn't afraid to challenge the status quo and push for progress.

These three approaches represent how individuals handle change based on their personalities. Reflecting on your dominant preference for change, as well as that of your team, volunteers, and peers, can provide valuable insights into navigating change effectively. The key here is we should be trying to fill our teams, boards and organizations with all three styles - all three are valuable! Plus, as the vision or change is communicated to other stakeholders, it is important to have each style identified and talking points designed for each style. Understanding that resistance to change may stem from differing change preferences can foster empathy and collaboration in managing change within a community.