Change is Hard

Transformation sounds exciting in the abstract, but change is hard when it happens to you. And it’s harder on some people than on others.

"Transformation" is the optimist’s word for the wrenching change that often comes with AI adoption, mergers, reorgs, downsizing, new leadership, new technology, etc.

Understanding FourSight thinking preferences can help you anticipate where people will struggle, so you can navigate choppy waters.

Free Download: The Change Chart

Looking for a quick reference guide? Download The Change Chart infographic that shows how each FourSight thinking preference experiences change – and what they need to move forward.

How Different Thinkers Experience Change

Three management consultants—Ingrid De Clercq, Karen Peirens, and Lara Donners—often help their clients work through transformations. As FourSight certified facilitators, they noticed the following patterns and developed these suggestions to help their clients anticipate how people might react to change and what they would need to embrace it.

People who like to clarify…"Why this change?"

People who prefer to clarify tend to see problems and pitfalls. They may take a wait-and-see attitude, as a way to hold on to what is. They’ll ask clarifying questions: Why change? Why this change? Is this logical? Is it final? Who’s involved? Can it still be adapted?

What they need:

✓ Facts and detailed information
✓ “Proof ” that the change is a good thing and will be all right
✓ A chance to ask questions
✓ A methodical approach
✓ Time to adjust.

People who like to ideate…"What could this become?"

People who prefer to ideate often welcome change. They like the idea of a new start and see the upsides. They adapt easily and are flexible, but may secretly (or publicly) think they have a better idea and want to contribute it.

What they need:

✓ A vision of a better future
✓ The bigger picture
✓ An opportunity to add their own ideas
✓ Freedom to play with options and perhaps adapt the plan
✓ A chance to start experimenting quickly.

Transformation sounds great, but change is hard when it happens to you.

People who like to develop…"Is this the best solution?"

People who prefer to develop often react cautiously and sometimes anxiously to change. They want assurances about the quality of the solution and its implications on the context. They may even question the need for change, preferring to improve the current solution.

What they need:

✓ A clear understanding of the need for change
✓ Logic and supporting evidence
✓ Time to think, evaluate, and adapt systems to accommodate the change.

People who like to implement…"What's the action plan?"

People who prefer to implement tend to accept change easily. They are ready to jump into action and try it immediately. They want quick feedback on whether it works. They may push others to move forward and get impatient when they don’t. They themselves may become negative or resistant if they can’t leap into action quickly enough.

What they need:

✓ An explanation of why the change is good for them specifically
✓ To be involved
✓ To start implementing immediately (albeit on minor tasks)
✓ To have action plans, time schedules, and deadlines.

Leading Through Change

If change is happening in your job, team, or organization, remember that people resist change for different reasons. Use this awareness to navigate the people side of transformation.

Different people need different things to move forward:

• Clarifier: Give the facts and the reason

• Ideator: Paint the vision and invite ideas

• Developer: Let them improve the plan

• Implementer: List actions, ownership, and timing

People don't resist change for the same reasons.

When you understand how people prefer to think, you can lead transformation with more empathy, less friction, and better results. 

Excerpted from the award-winning book Good Team, Bad Team by Sarah Thurber and Blair Miller