For change to be managed effectively within teams, and within organisations, activity relevant to each of the four quadrants has to be carried out. This is likely to happen naturally if the team comprises people from each of these quadrants and the team is sufficiently aware of the importance of difference for all types to work effectively together.
More commonly, teams have lots of people in some quadrants and none in others. For example, if there are lots of ENs, and no INs there is usually lot of talk about change but no-one is likely to go away and do the in-depth reflection necessary to give depth to the change process. If there are no ENs there’s little drive for change. If there’s no ISs then implementation issues will not be adequately addressed. If there are no ESs then the chances are the changes won’t be communicated and sold well. If there are lots of ISs and INs changed may be well designed but not carried out very quickly. Too many ESs and ENs and there will be lots of activity but it won’t be very well thought out. In these cases there may be very little on paper and very little clear idea of what the team is actually trying to achieve or a detailed plan of how it will be carried out.
Teams which are imbalanced in this way do not have to recruit new team members. Awareness of the problem is usually enough to encourage team members to take on new roles and ways of doing things. For example, ENs can write detailed implementation plans if necessary.
© Carol Craig
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