FUTURE ORIENTATION AND CHANGE

The dynamics of a past or future orientation and your comfort level with change are interlocked. You may have a past orientation and loathe change. You would really prefer to keep things as they are. Perhaps you embrace change—and strive to initiate it—and therefore believe that you are future oriented. That belief seems reasonable, at least on the surface. However, how and why people embrace change is complex. Change, while causing anxiety for many people in an organization, can be an adrenaline kick for those who enjoy initiating change. While a past orientation is more common than a future orientation, all too often people in organizations create change for the sake of change under the guise of progress. We have identified three different groups of "change agents" based on their different strategies for managing change on a personal level: Initiators, Adjusters, and Rejecters.^[*]

Change Initiators

Initiators of change are people who not only have a high comfort level with change but also see it as an opportunity. They will often do things differently or do different things solely because of their need for change. In most cases, Initiators not only create and/or welcome change, but also do their best to make the change work.

Sample Beliefs and Statements of an Initiator

• Things usually happen for the best. "I think it's great that Mary was appointed to chair the committee."

• Life is exciting when it's unpredictable. "Let's not worry if we don't have our vacation plan all mapped out."

• One should fully experience all life has to offer. "I always want to try new things and go different places."

If you are an Initiator, you find change exciting and tend to encourage it. You have no trouble accomplishing new tasks and working with new people under new and different sets of circumstances. You are always seeking the new and different. However, you must be careful not to impose change for its own sake. Flavor-of-the-month changes can create resistance from partners, undermine the efficiency of the partnership, and damage the partnering relationship itself.

Change Adjusters

Adjusters adopt a "wait-and-see" attitude about change. While they don't enthusiastically embrace change, they are open to it if they see the value and if given enough time. Adjusters want to be sure the change is permanent and necessary. They are more cautious than Initiators and tend to move more slowly when implementing change.

Sample Beliefs and Statements of an Adjuster

• It's easier to function when things are predictable. "I'm not sure this change was really necessary."

• It is best to be cautious. "I don't understand why we're doing things this way."

• One should strive for excellence in everything one does. "I prefer doing things the way I've always done them because I know it works."

If you are an Adjuster, you will initially be hesitant to implement change; but as you learn more and become reassured over time, you will eventually support the change. Since change can represent risk, most people are Adjusters and vary only in the length of time that it takes for them to accept and support a specific change. Be careful not to sabotage the success of the change before giving yourself the opportunity to accept and endorse it.

Change Rejecters

Rejecters refuse to acknowledge any need or value in change. They behave as though external changes have not occurred or are mistakes that need to be corrected. Often, Rejecters campaign to get others to agree with their point of view to "get things back to how they were."

Sample Beliefs and Statements of a Rejecter

• Old dogs can't learn new tricks. "I see no point in trying to find new ways to do things."

• It's important to be in control. "I see no reason to try new approaches when the old way works just fine."

• There are fixed rules for a reason. "Let's do it the way we always have."

If you are a Rejecter, you are extremely uncomfortable with change. Not only might you reject the need for a change, but you may also deny that the change has occurred when it actually has. You may tend to behave the way you always have because you are unable to accept the change. You must be careful not to get left behind or diminish the value of your contributions because you refuse to embrace change. Once a significant number of people—a critical mass—supports a change, the change occurs and Rejecters are left in the dust. To help determine your style of change, take the change assessments in Chapter 6 of The Partnering Intelligence Fieldbook: Tools and Techniques for Building Strong Alliances for Your Business by Stephen M. Dent and Sandra M. Naiman (2002).

^[*]Descriptions and samples adapted from Dent and Naiman. The Partnering Intelligence Fieldbook (2002).