Wisdom Weekly: Changing Seasons and Change Style Indicator

The chill in the air lets us know that Autumn is finally here. Kids are back to school; weather cools down; leaves start to turn, and we start making plans to see family and friends. It’s easy to see why so many people associate Autumn with change. With this in mind, this blog edition revolves around the idea of change and the tools OKA uses to frame and navigate change, and most importantly, how equip our leaders and teams to deal with it.

Understanding Change

Change is hard and emotionally charged. Adding to the complexity, so many of us experience and even define change differently.  Change can be predictable and occur in regular cycles, or it can be abrupt and disruptive.

For many folks, Autumnal change is welcome because it is so predictable. For parents, their children’s school year offers new teachers, new classmates, maybe even a new school, but the change from summer vacation back into school is still relatively routine. Cooling temperatures bring sweaters and toasty drinks.  Halloween decorations start popping up around town. Thanksgiving then brings its own routine. People and families approach that holiday differently and have a variety of traditions, but that holiday comes with its own routines.  These are all examples of predictable, regular cycles in change.

Just as change can be planned and predictable, it can also be abrupt and disruptive. Hurricanes Helene and Milton are devastating examples of unpredictable and disruptive change. They are looming reminders that things will happen to us that are outside of our control. Paradoxically, change is constant. The only thing we can regularly do is control ourselves and our reactions to change. The winds of change will blow whether we are prepared or not, so OKA wants to help you build a windmill.

Change Preferences

OKA is fond of a tool called the Change Style Indicator (CSI). It frames and defines our change preferences and responses. Research shows that people prefer one of three preferences when reacting to – or creating – change. There is a continuum ranging from Conserver to Originator, with Pragmatist standing in the middle. No place upon this continuum is a “good” or “bad” place to be, nor does it indicate effectiveness at using any given style. Success using this tool looks like understanding one’s own preference and knowing when to adapt that approach to the situation and people at hand.

Conservers prefer the known to the unknown. Plainly put: “If it ain’t broke, don’t fix it.” They improve effectiveness by building on top of what already exists. Procedures, rules, and systems are comforting, and if they aren’t perfect, can be improved by slow and incremental progress. Conservers believe there is potential for failure in abandoning the old ways, and the risk of that is greater than the potential benefits of overhauling what already exists. They also struggle to adapt when it is clearly time for something new, or when crisis arrives and swift action must be taken.

Pragmatists appear reasonable, practical, and flexible. They are likely to advocate for change depending on what they believe is important and reasonable. If that change happens on a widespread and large scale, so be it. If that change is small and rather detail-oriented, so be it.  Change is sometimes necessary, and they are interested in what works. They often work as a mediator or bridge between Conservers and Originators. On the other hand, they may spend too much time trying to build consensus and fail to act. They may also appear opportunistic because of how frequently they stick to majority opinion.

Originators prefer a faster and radical approach to change. They believe the world moves quickly, and people and organizations who are ready to move quickly will be the ones that get ahead. Originators look forward to change because there is always a better way to do things. They challenge the status quo because tradition is less valuable than future possibilities. They are flexible and eager to see the big, strategic picture. Mistakes and unnecessary blunders may happen, but so will innovation and progress.

Why Change Preferences Matter

Understanding the different attitudes toward change—our own and other people’s—help us improve as leaders and as team members—even as parents, partners, and friends. Understanding our preferences helps us manage our response to change and to respond more effectively to others. Consider that a new job opportunity to an Originator engages them as they conceptualize a new life in a new area while their Conserver spouse stresses over the uncertainties of the move. With an expanded understanding of their change preferences, the Originator can help keep track of details and structured planning, while the Conserver can recognize the importance of this change and try to embrace positive movement.

Change will happen whether we are prepared for it or not. We cannot control everything that happens to us, but we can always control our reaction to it. If you are interested in learning more, OKA offers one of the leading Change Style Indicator certification programs in the world.  Certifications can be done virtually and take approximately 4 hours, including a self-directed learning module and a 90-minute one-on-one call with one of OKA’s expert trainers. Stay tuned for the next edition of OKA’s blog, as we will delve into change with a holiday Halloween twist!