| Analytical • Formal • Measured • Seek accuracy and precision • Dislike unpredictability and surprises. |
How to communicate • Provide facts and figures in an orderly fashion, with supporting documentation. • Define the change clearly and their role in it. • Give them a chance to examine it all carefully and think about it – actively listen to their concerns and encourage them to think through solutions. |
| Driver • Business-like • Fast and decisive • Seek control • Dislike inefficiency and indecision. |
How to communicate • Want to know what we are going to do, and how soon we can do it? • Talk results, don’t waste time, find short cuts. • Involve them in the pilot/prototype so they see a real model of change. |
| Amiable • Conforming • Easy going; less rushed • Seek appreciation between others • Dislike insensitivity and impatience. |
How to communicate • Make sure you include the human dimensions of the situation. • Want to know how others feel, who else will be involved – take time to talk. • Encourage them to chat through with colleagues throughout the change – value and use the feedback they provide. |
| Expressive • Fast and spontaneous • Seek recognition • Dislike routine and get easily bored • Like brainstorming ideas. |
How to communicate • Will be looking for what’s new, exciting and innovative. • Don’t want the detail. • Keep it fast-paced and fun. • Let them try out the change and then motivate others through their enthusiasm. |
Adapted from source reference: Merrill and Reid 1999 as in Improvement Leaders’ Guide – Managing the human dimensions of change (from the NHS Institute for Innovation and Improvement)
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