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Your overall change response style is: |
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Your typical emotional response to change is: |
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Your typical behavioral response to change is: |
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When panic and reactivity converge, a person is likely to work to derail change
efforts. The combination of both panic and reactivity tends to result in a style
that when confronted by change efforts, seeks to disrupt them. A person with a derailing
style is not likely to be in a leadership position for long.
Keep in mind that seeking to avert a particular change effort is not the same
as having a Derailing style. There are some change efforts that may just be bad
ideas. In these cases, to "derail" bad ideas may actually be good leadership.
A person with a Derailing style tends to want to stop most or all changes because
they do not like change itself.
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When change efforts cause a feeling of fear and a general tendency to
be resistant, a person may exhibit a blocking style. Such blocking does not necessarily
derail the change effort, but neither does it allow the effort to proceed smoothly.
They will likely maneuver to challenge the effort. Leaders whose style is to block
change efforts will not be able to provide positive leadership in the face of the
challenge of change.
Keep in mind that blocking a specific change initiative is not necessarily the same
thing as having a "blocking" style. |
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A tentative style reflects the uncertainty and caution some express when dealing
with change efforts and demands. While this style does not actively oppose, neither
does it embrace change initiatives. A tentative style can result in missed opportunity.
Sometimes missed opportunities are costly. It is very difficult to lead positively
when one's style of response is tentative.
Occasionally, a particular change effort may be unwise and to be tentative about
it may actually be good leadership. This is different than having an overall tendency
to be cautious and passive about change in general. |
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An engaging style is the most effective in dealing with change and is essential
to leading through a changing environment. One who engages change finds him/herself
excited by the change and proactively moves toward it. The notion of engagement
suggests both an emotional pattern and a behavioral pattern that sees in change
opportunities for growth and for ministry.
However, an Engaging style does not mean that every change effort that comes along
is engaged. Rather, it suggests a person who when presented with a change initiative
(and often, this person is the initiator) assesses its likely positive and negative
impacts on the larger mission of the organization. Based upon that assessment, if
the change supports a necessary direction in light of the mission of the organization
and its core values, he/she will lead in engaging the initiative. |
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It is possible for a person to be so excited by the possibilities of change
that instead of effectively leading organizations through the processes of change,
they create problems by pushing too hard, by being insensitive to how to lead others
forward and by creating no space for changes to root and unfold. Good leaders are
not reckless. |
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Suggestions |
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There may be many reasons why you instinctively challenge change efforts. But
central to them is fear that you are losing something of great importance to you.
You may not even be aware of your reactive behaviors. However, continually derailing
change efforts that need to occur is not helpful to your organization or to yourself.
Such a style can be perceived by others as hostile and disruptive. This is probably
not what you intend.
Adding to your knowledge about the nature of change and it's importance to healthy
organizations may assist you in feeling less threatened by the need for change in
the church today and more energized by the possibilities.
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There may be many reasons why you are instinctively uncomfortable with most
change efforts. Fear that you are losing something of great importance to you is
likely to be at the center. Blocking behaviors are not uncommon when we feel something
important to us is threatened. Having said that, continually blocking change efforts
that need to occur is not helpful to your organization or yourself. Such a style
can be perceived by others as antagonistic. This is surely not what you intend.
Adding to your knowledge about the nature of change and it's importance to healthy
organizations may assist you in feeling less threatened by the need for change in
the church today and more energized by the possibilities. |
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It could be argued that a certain level of caution about change is rational,
given the speed of change and the pressures reshaping our world. A tentative style
may keep you from unnecessarily running aground while chasing the latest fad. But
being too tentative may just as easily cause you to misjudge an important opportunity
-- to misread a significant moment. Perhaps, you need to develop a slightly more
Engaging style that considers the opportunity in the change as much as the concern
for the unknown.
There are many unknowns in our rapidly changing world. To know how to respond to
any changing situation requires some base-line knowledge about the nature of change
and how it unfolds and what is creating the need for change in the church today.
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This is the change response style that is most likely to successfully navigate
a changing environment and provide the best leadership. It will be important for
you to consider the change response styles of others as you continue to be proactive
yourself. |
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While you are to be applauded for your overall positive attitude toward change,
you should be aware that a reckless style can be destructive and ineffective. You
must temper your instincts and recognize that there may be wisdom in the more cautious
approach of others. For many with this style, a better understanding of the process
of change and how to lead through it can dramatically improve their leadership effectiveness. |
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If you would like to learn more about all of
the iChange Response Styles, click here. |
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For a more printable version of this page,
click here |
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© COPYRIGHT 2007 PERCEPT GROUP, INC. |
