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Managing Change
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Using the Myers-Briggs Type Indicator to do an analy­sis of people in business has revealed some general ob­servations. Most bankers, accountants, small business CEOs, and retailers are Sensing Thinking Judgers. This means that they are normally not concerned with the impact of their decisions or of change on people, but are more concerned with making logical decisions about what is best for the bottom line. They deal with and respond to business facts, and are not usually very vi­sionary. Supervisors and managers are primarily Sensing Judgers. This particular group is the most resistant to change. Intuitive thinkers are the ones who are the most creative and visionary about what is possible for change, and they are the change creators. Approximately 31 percent of chief executives are Intuitive Thinkers. What do you suppose will happen when visionary ex­ecutives propose change to supervisors and managers who are reluctant to change?

Intuitive feelers with their high degree of concern for people and how change impacts people are the best influencers of change. Those most resistant to change are the Sensing Judgers. If they can be convinced that change is necessary, and not just for the sake of change, they can be the change masters. Sensing Per-ceivers are neutral when it comes to change. Unless it is a crisis, they will continue to remain flexible and independent.

Many organizations are managing change with teams. This is decidedly the best way to manage the process, especially when personality and its impact on team dy­namics are considered. Teams take on the personality of their members, those preferences held by the major­ity. Knowing that and understanding how their prelateships are influenced by their personalities helps a manager or an executive know who to put on their teams and how to manage them.

First of all it is important to select the right person­ality types for the job. Expertise in the area required for the task is not sufficient. The members must be selected because the job requires their special skills and strengths. Team composition is a consideration and must be right to ensure that the relationships are the best possible. The team leader must have something in common with each member of the team, and it is important to avoid members who are exact opposites. The team should be properly trained to respond to the requirements and should understand how personality impacts their rela­tionships. The team should be nurtured and supported on a consistent and ongoing basis.

 

Individuals must change to meet the realities of a rapidly changing new business world. Those who do not change will fail. There is no such thing as lifetime em­ployment in this business world, and individuals must be continually involved in continuous learning.

In conclusion, for businesses to survive and thrive in today's rapidly changing world, they must consider the implications of personality type in the areas or organi­zational development, team building, and understand­ing individual behavior. For individuals to survive and thrive in today's rapidly changing world they must con­sider the implications of personality type in the areas of self awareness and understanding of their own and oth­ers' behavior.

For balance of this article, click on the below link:

Lean Manufacturing Articles and click on Series 13


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