Learn Your Change Response Style

What is a Change Response Style?

A Change Response Style describes how a person connects to and relates to others during times of change and transition within the workplace. These styles are rooted in decades of research on the theory of attachment within behavioral science and psychology. As we practically applied this research with our clients, we identified six distinct Change Response Styles in the workplace that drove meaningful understanding and impact in the “real world.” Leaders can apply these styles to better lead their teams through change, adapt project plans and strategies, and mitigate execution risk.

Decisive

Independent

Dynamic

Preoccupied

Deliberate

Apprehensive

There is no “right” or “wrong” Change Response Style; each has unique attributes that help and hinder change adoption. In fact, the most healthy, productive, and high performing teams have individuals with a variety of styles.

Teams with too many secure Change Response Styles may move quickly and embrace change, but their pace and confidence may miss very real challenges and risks that lead to rework, delayed timelines, or diminished results.

On the other hand, teams with too many anxious styles may over-analyze a potential course of action until they are very confident they have considered all angles and can guarantee success… but it’s possible they took so long that the option is no longer available or a competitor has moved quicker.

How does understanding Change Response Styles impact project and business performance?

In the business world, we often expect individuals to be “resilient against change” and reward those we perceive to handle change “well.” Those who voice questions or concerns are seen as roadblocks or not being team players.

This binary view presents a few challenges:

It ignores the biological reality that all humans are predisposed to resist change. Our brain’s limbic system alerts us to potential dangers if it detects a new or changing environment; unfortunately, it struggles to differentiate between a saber-toothed tiger and more modern challenges like a new manager, new software, or new parking garage.
It oversimplifies that biological reality into a narrative of “progress versus resistance,” which isn’t productive for driving change readiness and resilience in the workplace. As we explored above, there is no right or wrong Change Response Style. Over-rewarding perceived strengths can alienate team members and hinder productivity.
It misses the more sociological opportunity to harness each Style’s strengths and efficiently rally an organization around something new.

Simply put, change requires human buy-in, and humans are biologically predisposed to resist it. You can design the best new software or identify the most profitable opportunity, but if you can’t effectively communicate those benefits in a way that overcomes our inherent biology, it will be difficult to realize the full potential of a change.

Change is hard enough – give yourself the best tools to shape and manage it. Understand your Change Response Style to help you pace and sequence workplace changes, script messaging, and engage your teams in a way that offers a better chance at success and stronger returns on investment.

Change Response Style Assessments and associated workshops offer a powerful and sophisticated complement to:

Strategic Planning

Team & Leadership Development

Project Management

Change Management Methodologies

Process Improvement

Mergers & Acquisitions

What is MY Change Response Style?

Interested in learning how you process and respond to change in the workplace?

The following assessment will generate a report explaining your individual Change Response Style, in addition to some information about how to practically apply this knowledge with your teammates and colleagues. The questions therein have been reviewed and validated by our peers and statisticians, so you can be confident that your results are accurate and useful.

For pricing for groups of 12 or more, or information on facilitated workshops or professional development courses for your team, contact us.

Take the Assessment

About Us

The Change Response Style Assessment is a collaborative effort between Dr. Victoria Grady of George Mason University & Pivot Point, LLC and Lydia Haas, Founder and Principal Consultant of Garnet Brands, LLC.

Dr. Victoria Grady

Dr. Victoria M Grady is the Academic Director of the MBA/MSM Graduate Programs and Assistant Professor of Management/Organizational Behavior in the School of Business at George Mason University. Victoria’s research portfolio focuses on the behavioral implications of organizations introducing and implementing organizational change. Her unique emphasis is the role of Attachment Behavior and Transitional Objects within the change process.

Victoria’s research includes work with United States (U.S.) Federal Government Agencies, Private and Public Healthcare Organizations in the U.S. and abroad, K-12 and Higher Education Institutions, Nuclear Power Plants, and Non-Profit Associations.

Victoria’s original research focused on defining the organizational symptoms of Attachment Behavior and the related impact on the change process. Recently, she completed a collaborative research pilot with colleagues in the United Kingdom (U.K.) to actively develop and define Attachment Styles in organizations.

Lydia Haas

Lydia has 20 years of experience helping organizations large and small simplify problems, align around a path forward, and get things done. Her professional experience has been built in both industry and client service, at some of the nation’s largest healthcare providers, insurance carriers, non-profits, professional services firms, boutique health and fitness companies, and with innovative concierge & customer experience organizations. Her diverse projects afford her a comprehensive understanding of an organization’s competing priorities, allowing her to develop solutions that yield both positive business outcomes and resilient and engaged teams.

Throughout her career, Lydia has helped organizations bridge the gap between strategy and execution – getting from here-and-now to there-and-then. She has studied the impact of burnout and change agility on business outcomes and financial strength and led organizations through business unit transformations. Within Garnet Partners, she translates “Big Firm” experience and services to middle-market companies, small businesses poised for rapid growth, boutique professional services firms, non-profits, and venture-backed initiatives. She believes that big goals are most achievable when they are broken down into digestible, measurable wins, and that practical business acumen and coaching unlock employee’s ability to deliver results.