What\'s your wiring - are you wired for change?

1. “How are you „wired‟ for change?”
Realizing Change

2. Because things are the way they are,
things will not stay the way they are.
Bertolt Brecht
Copyright 2005 Transpective
Business Consulting.

3. “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
Copyright 2005 Transpective
Business Consulting.

4. Marston‟s Model
Perceives Self as More Powerful
D i
Perceives an Perceives a
Unfavorable Favorable
Environment Environment
C S
Perceives Self as Less Powerful
Copyright 2005 Transpective
Business Consulting.

5. Approach to Change
Takes an Active Direct Approach
Dominance Influence
Takes an Takes an
Assessing Accepting
Approach Conscientiousness Steadiness Approach
Takes a Reserved Indirect Approach
Copyright 2005 Transpective
Business Consulting.

6. 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
Copyright 2005 Transpective
Business Consulting.

7. 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
Copyright 2005 Transpective
Business Consulting.

8. 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
Copyright 2005 Transpective
Business Consulting.

9. C-Conscientiousness
Emphasizes: 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
Business Consulting.

10. “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”?
Copyright 2005 Transpective
Business Consulting.

11. Trust with DiSC
Strength Limitation
Reliability ____ ____ ____ ____
C S D i
Acceptance ____ ____ ____ ____
S i C D
Openness ____ ____ ____ ____
i D S C
Straightforwardness ____ ____ ____ ___
D C i S
DiSC is a registered trademark of Inscape Publishing, Inc.
Copyright 2005 Transpective
Business Consulting.

12. Dominance Influence
Challenge: How Contacts: How
does the culture does the culture
respond to the influence others
new problems to act differently,
or challenges to be more
brought on by consistent with
change? the new
changes?
Conscientiousness Steadiness
Constraints: How Consistency: How
does the culture does the culture
respond to new respond to the
or changed new or changed
rules and pace of the
procedures environment,
needed by the brought on by
changes? the changes?
Copyright 2005 Transpective
Business Consulting.

13. Group Culture and Behavior
Approaches and Reactions to
Change Initiatives

14. 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.

15. 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.
Copyright 2005 Transpective
Business Consulting.

16. • 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.
Copyright 2005 Transpective
Business Consulting.

17. • 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
Copyright 2005 Transpective
Business Consulting.