The Transpective Group Apqc Realizing Change March 2005 Houston Texas

“How are you „wired‟ for change?”

Realizing Change

Because things are the way they are,

things will not stay the way they are. Bertolt Brecht

Copyright 2005 Transpective

Business Consulting.

http://www.brainyquote.com/quotes/authors/b/bertolt_brecht.html

“Knowing your wiring systems -

what to measure during change”

• Behavioral – 4 dimensions of Human Behavior

• Employee Expectations – are they met or unmet; spoken

or unspoken

• Organizational Stress Level – index, sources,

susceptibility, symptoms

• Cultural Equilibrium – safety, security and stability vs.

change



Marston‟s Model

D

C

i

S

Perceives Self as More Powerful

Perceives Self as Less Powerful

Perceives an UnfavorableEnvironment

Perceives a Favorable Environment



Approach to Change

Dominance

Steadiness

Influence

Conscientiousness

Takes an Active Direct Approach

Takes a Reserved Indirect Approach

Takes an AssessingApproach

Takes an AcceptingApproach



D-Dominance

Emphasizes: shaping the environment by overcoming

opposition and challenges

Tendencies: getting immediate results, taking action,

accepting challenges, making quick decisions

Motivated by: challenge, power and authority, direct answers,

opportunities for individual accomplishments

freedom from direct control, new and varied activities

Fear: loss of control in their environment; being taken

advantage of

You will notice: self-confidence, decisiveness, and risk-taking

Limitations: lack of concern for others, impatience, moving

forward without considering outcomes



I-Influence

Emphasizes: shaping the environment by persuading and

influencing others

Tendencies: involvement with people, making a favorable

impression, enthusiasm, entertaining, group

participation

Motivated by: social recognition, group activities, relationships,

freedom of expression, freedom from control

and detail

Fear: social rejection, disapproval, loss of influence

You will notice: enthusiasm, charm, sociability, persuasiveness

expression of emotion

Limitations: impulsiveness, disorganization, and lack of follow

through



S-Steadiness

Emphasizes: achieving stability, accomplishing tasks by

cooperating with others

Tendencies: calm, patient, loyal, good listeners

Motivated by: infrequent change, stability, sincere appreciation,

cooperation, using traditional methods

Fear: loss of stability, the unknown, change,

unpredictability

You will notice: patience, a team player, stability, methodical approach,

calm, easy-going nature, concern for the group

Limitations: overly willing to give, putting their needs last,

resistance to positive change



C-ConscientiousnessEmphasizes: working within circumstances to ensure quality

and accuracy

Tendencies: attention to standards and details, analytical thinking,

accuracy, diplomacy, and indirect approaches

to conflict

Motivated by: clearly defined performance expectations, quality and

accuracy being valued, atmosphere is reserved and

business-like, and articulated standards

Fear: criticism of their work, slipshod methods, situations

emotionally out of control

You will notice: behavior that is cautious, precise, diplomatic,

restrained, perfectionistic, and factual

Limitations: overly critical of self and others, indecision because of

desire to collect and analyze data, creativity hampered

by a need to follow rules Copyright 2005 Transpective


“People Reading Tool”

• Are you a “driver” of change initiatives?

• Will you influence others to adapt to the changes?

• Will you provide a “steadying” presence when things appear chaotic?

• Will you keep everyone on course when implementing new changes?

• What “role” would you be best suited for on a “change implementation team”?



Trust with DiSC

Reliability ____ ____ ____ ____

Acceptance ____ ____ ____ ____

Openness ____ ____ ____ ____

Straightforwardness ____ ____ ____ ___

DiSC is a registered trademark of Inscape Publishing, Inc.

C

S

i

D

S D

i C D

D S C

i

C i S

Strength Limitation



Dominance

Challenge: How

does the culture

respond to the

new problems

or challenges

brought on by

change?

Influence

Contacts: How

does the culture

influence others

to act differently,

to be more

consistent with

the new

changes?

Conscientiousness

Constraints: How

does the culture

respond to new

or changed

rules and

procedures

needed by the

changes?

Steadiness

Consistency: How

does the culture

respond to the

new or changed

pace of the

environment,

brought on by

the changes?



Group Culture and Behavior

Approaches and Reactions to

Change Initiatives

The Upside and Downside of

Change

If you're in a bad situation, don't worry it'll change.

If you're in a good situation, don't worry it'll change.

John A. Simone, Sr.

http://www.brainyquote.com/quotes/authors/j/john_a_simone_sr.html

Summary of how Behavior affects your Organizational “Wiring”

• People‟s perception of the environment and their ability to alter or accept it determines their behaviors and actions.

• Individuals interact dynamically with their environment, by responding to favorable or unfavorable conditions that reflect their personal power in relation to those conditions.



• Human behavior is a reaction to other

people, situations and events in the

person‟s environment.

• Behaviors are observed as a situation

unfolds and the individual moves toward

the emotional goal of dealing successfully

with the situation.



• Our goal is to provide our clients with the ongoing ability to reinvent how they do business, produce breakthrough results, and foster a culture of commitment, integrity, accountability and straight-forward communication on behalf of a more productive, profitable, and sustainable business.

THANK YOU

Bob Elliott

Transpective Business Consulting, Inc.

www.transpective.com



The Transpective Group Apqc Realizing Change March 2005 Houston Texas

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