Data warehousing and business intelligence initiatives are optimal opportunities to experience change and growth. By definition, these initiatives are aligned with business processes that must continually change to ensure the survival of the business. There are a variety of changes that leadership must address: changing source systems, changing budgets, changes in sponsorship, new regulatory requirements, mergers and acquisitions, changing levels of customer experience, changing business drivers, competition, changes in culture, shifting company strategy, changes in architecture, changes in theory and approaches, reorganizations, reports not being used….the list is endless. So the challenge becomes how to best lead these changes in support of business success. Although these changes are very different, at the core of all successful change is people. How will they react to change – will they support or resist it? What can be done to create the motivation for change?

Motivation typically results from dissatisfaction with the status quo and an eagerness for something better. A certain level of fear, discomfort or anxiety must create a sense of urgency for real change to have a chance. As leaders, we need to first get comfortable with the anxiety and then determine the best way to influence motivation.

A number of factors influence how individuals respond to change. In our work with business intelligence (BI) teams over the last two decades, we have found that understanding individual change styles is an effective tool for managers as they lead their teams through change and growth. Sandra Krebs Hirsch uses four change quadrants to explain individual change “styles” and preferred communication. These four quadrants are based on two dimensions of personality as identified by the Meyers Briggs Type Indicator (MBTI): introversion/extroversion and intuitive/sensing. People within the same quadrant report similar reactions, concerns and needs related to change. They also describe similar places where they seem to get stuck. The four quadrants are identified in Figure 1.

In our experience, many people have either not been exposed to the MBTI and/or they tend to dismiss it as a touchy-feely instrument. In reality, used appropriately, it can be a valuable tool for understanding many aspects of human interaction, including change behavior. Let’s begin by examining each of the dimensions individually and then we’ll look at what the four possible combinations say about individuals’ varied responses to change.

Introversion/Extroversion. There are many myths perpetuated about both types. Introverts are sometimes labeled as antisocial and shy. We often hear Extroverts labeled as very social, but somewhat superficial. In reality, a more accurate description of this dimension stems from a) the source of energy for each type, and b) how people process information. Introverts recharge by being alone and get energy from an “internal” world of thoughts and ideas. They process information “inside” themselves and “think before speaking.” Introverts tend to think things through. Extroverts, on the other hand, are energized by the “external” world of people and things and get energy from being with others. They process information “externally” by speaking as a means of thinking out loud. Extroverts have a bias for action.

Intuitive/Sensing. Although there are many distinctions between these two types, the characteristics that are most evident in BI teams have to do with how each takes in information, the kinds of information they want and give weight to, and usually how they communicate information. Intuitive types tend to think more about context, big picture, possibilities and the future. Intuitive types are innovators. Sensing types tend to think more about details, results, obstacles and the present or past. Sensing types are realists.

Quadrants: Both Hirsch and Page use the quadrants shown in Figure 1, which correlate to four common personality types. Each of these types should be considered when planning and communicating change.

The four types, as they relate to change, can be labeled “Reflective Pragmatists,” “Reflective Trailblazers,” “Energetic Pragmatists” and “Energetic Trailblazers.”

Reflective Pragmatists. Reflective Pragmatists are introverted and sensing types. They like to work with realistic, factual information and prefer a deliberate pace. They are highly responsible, generally well prepared, and provide stability and consistency. They value security and stability. They don’t like change for change’s sake. About change, their mantra would be, “Let’s not…unless absolutely necessary.”

Reflective Trailblazers. Reflective Trailblazers are introverted and intuitive types. They are introspective and think about patterns, symbols and meanings. They are lifelong learners and do their best work in contextual or theoretical fields. They challenge current thinking and tend to be independent, self-reliant and self-contained. They like to think through options. Page identifies their change mantra as, “Let’s look at it another way.”

Energetic Pragmatists. Energetic Pragmatists are extroverted and sensing types. They are focused on getting things done and making things happen. They lead through action and interact well with others. They like down-to-earth tasks and excel at handling logistics, being very time and budget conscious. According to Page, their change mantra would be “Let’s get it done.”

Energetic Trailblazers. Energetic Trailblazers are extroverted and intuitive types. They actually value and like change and see it as integral to their work. They like to be challenged with new things and are likely to challenge others to try out new approaches. They are engaging and persuasive, enrolling others in their big ideas. They enjoy organizations that are ambitious and that encourage imagination and innovation. Page notes that their change mantra would be, “Let’s change it!”

When introducing and communicating change to an organization, it’s important to recognize these four types; not because we want to label people, but because it will increase our effectiveness in implementing the change. Here are some tips for planning and communicating change to the quadrants.

Introducing Change to Reflective Pragmatists. Relate the change to what they know so that it makes practical sense – state the rationale and the benefits. Reflective Pragmatists see themselves as the protectors of tradition, so they need to know that what is good will be preserved. They also would like to know the concrete details of the end product. They prefer controlled change – step by step at a steady pace. Give them time to think about it. Emphasize the necessity for the change.

Introducing Change to Reflective Trailblazers. Relate the change to new theories, concepts, trends and market conditions. Reflective Trailblazers will not support anything that does not make sense to them. They may fear that they will not be able to analyze and solve the problems that they will face in the new environment. The best way to counteract this is with knowledge. Let them work on parts of the change that have to do with changing ideas or concepts. They will generally change at their own pace – sometimes swiftly and sometimes slowly. Give them time to think about it and they will see alternatives and options that may not have been considered.

Introducing Change to Energetic Pragmatists. Relate it to their work. Emphasize the practical results the change will bring. If possible, offer a steady, step by step progression. Energetic Pragmatists are very good at tactics and getting things done, but long planning processes frustrate them. Buy-in comes easier if they are involved - they thrive on new projects and beta testing, at trying new things to see if they might be useful and figuring out how to make things work. Be realistic with the schedule and let them “talk-it-through” with others. Communicate how their results will improve if they make the change.

Introducing Change to Energetic Trailblazers. Relate the change to changes in the broader context – changes in the marketplace, global competition or customer demographics, for instance. Challenge their imagination and minimize the routine. They need vision and management commitment to get on board. Once on board, they can be strong advocates. Let them work on the broad focus and overview of the change. Let them brainstorm with others and try out ideas to see if they work and how people react to them.

All organizations have some combination of these types. Leading and communicating change must take into account all the types of people involved. One consideration for BI organizations is that there seems to be a dominant number of Reflective Pragmatists in IT organizations. The implication of this may not seem obvious, but of all the types, they are the most cautious when it comes to change. This can sometimes be interpreted as being the most resistant to change. In practice, that’s not necessarily true if you pay special attention to details, practical reality and allow the Reflective Pragmatists time to think it through.

There are a variety of techniques to implement change. There is also an endless list of changes that impact business intelligence and data warehousing organizations.

References:

Hirsch, Sandra Krebs, Quadrants Response to Change, MBTI Team Building Program ©1992 by Consulting Psychologists Press

Barger, Nancy J. and Kirby, Linda K. Type & Change: MBTI Leader’s Resource Guide © 1997 by Consulting Psychologists Press

Page, Earle C., Organizational Tendencies © 1985, 2004 by the Center for Applications of Psychological Type, Inc.

MBTI, Myers-Briggs Type Indicator, and Myers-Briggs are registered trademarks of the MBTI Trust, Inc.

If you are interested in additional discussions about Leading Change and Growth with technology, process and people, check out our new group on BeyeCONNECT.com.

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