Seven Approaches to Change – Part II

In the first installment of this article we looked at the behavioral and cognitive approaches to change. In this installment, we turn our attention to the psychodynamic, humanistic, and personality type approaches.

The psychodynamic approach attempts to reveal “why” a person reacts a certain way. Change can generate powerful psychological and emotional reactions—many of which are subconscious. It is possible for an individual to react in a manner that he/she does not understand him/herself (and certainly is unable to explain it to anybody else).

Several authors (Kübler-Ross, Satir, and Weinberg) have added predictive stage models to the psychodynamic approach. These authors suggest that individuals will go through stages (highs and lows) during any significant change. Being aware of the current stage of the change process is helpful to both the individual and the supervisor. The supervisor can help facilitate the change process by properly leading through each stage of the change.

The humanistic approach is best understood by looking at Carl Rogers’ client-centered approach. Even though Rogers was primarily concerned with the therapist role, his insights can be applied to managing workers as well.

Rogers believed change agents must be aware of their own feelings and be “authentic.” Rogers observed that the more genuine the change agent is, the more likely the client (or employee) will change.

Rogers also encouraged the concept of “unconditional positive regard.” Acceptance of whatever feelings the employee is experiencing (including anger and fear), lets the employee know you believe underneath the feelings he/she is okay.

It is critical for managers to learn to control their own emotions and behavior when an employee expresses anger or other intense emotions. Frequently, what is said during an employees’ fit of anger can be surprising insightful for the manager.

Consultants who favor the personality-type approach typically used the Myers-Briggs Type Indicator (or some other preference instrument). The Myers-Briggs Type Indicator (MBTI) helps managers and their teams develop self-awareness and awareness of the preferences of others. I have found this approach to be very effective because most people mistakenly believe that everybody sees the world the same way they do.

By openly discussing team member preferences and personality types, it becomes easier to understand their responses to change. Everybody recognizes that individuals are different, but most people do not have the vocabulary to discuss the differences. The MBTI (and other preference instruments) help facilitate those discussions.

In Part III of this article, the final installment, we will look at the learning and strategic approaches to change.

To learn more about strategies and tools for effective change read my book, Strategic Organizational Change (Second Edition), available at www.amazon.com or on my website www.mikebeitler.com. Please feel free to send me your questions, comments, and suggestions.