Tailoring Change Management Strategies to Different Change Styles

In today’s workplaces, change is a constant rather than a one-time event. Organizations are facing continuous shifts: from new technologies to evolving priorities, cultures, and leadership. Recent studies show that the average lifespan of a company has decreased significantly compared to a few decades ago, suggesting that organizations that cannot adapt quickly are more likely to fail¹. At the same time, employees are experiencing higher rates of change fatigue, burnout, and emotional strain. This highlights the cost of navigating continual change on a human level².

Yet, in the middle of all this movement, one truth holds steady: we are human and humans experience change differently.

Understanding these differences is key to leading, supporting, and structuring internal policies that honor and respond to an individual’s underlying change preference(s).

Why the old models aren’t working

Traditional models of change management were often designed for linear change with a clear beginning, middle, and end to the change initiative. But in today’s world, change rarely follows a predictable path. Instead, it’s overlapping, continuous, and deeply personal. If we rely only on outdated approaches to change management, we risk overwhelming individuals, creating resistance, or overlooking the emotional impact of change altogether.

Modern research shows that supporting change isn’t about having the perfect plan — it’s about having the right mindset, building resilience, encouraging emotional safety, and engaging people in ways that reflect their unique needs and preferences^{3, 4}.

Support your team during times of change by recognizing what each team member needs to feel safe, engaged, and involved.

Change is emotional and personal

Change is more than just adjusting tasks. When people go through change, some feel uncertain while others wonder how the changes will fit into their routines. Even positive changes can elicit mixed feelings of excitement and nervousness.

The question, then, is: “How do we effectively support our teams?” A key part of this answer lies in understanding how individuals tend to respond to change.

The Change Style Indicator^® Second Edition (CSI™ 2) offers a simple but powerful framework to help us do just that. Our trusted assessment tool identifies and measures three main preferences (Conserver, Pragmatist, and Originator) when it comes to change:

Conservers – value stability and tradition

People with a Conserver change style prefer gradual and thoughtful change. They seek clarity, continuity, and want time to process a change. They may ask detailed questions or express concerns — not to resist change, but to better understand and protect what works.

How to support Conservers experiencing change at work?

• Provide context for the changes and explain why they’re needed.
• Highlight what will stay the same.
• Offer structure and time for adjustment (e.g., clear timelines, step-by-step plans, and defined roles and expectations).
• Acknowledge their loyalty to past systems, as they are often the keepers of important institutional knowledge.

Originators – embrace new ideas

Originators enjoy novelty and challenge. They are future-focused and often push for bold moves. While their vision can be inspiring, it may feel overwhelming to others if not grounded in shared understanding.

How to support Originators experiencing change at work?

• Give space to explore possibilities, but set clear priorities.
• Involve them early in ideation.
• Help bridge their vision with others’ need for stability.
• Encourage peer collaboration to turn big ideas into actionable steps.

Pragmatists – focus on what works

Pragmatists are open-minded and thoughtful, tending to balance tradition and innovation. They want change to be useful and practical and are often the voices asking, “What’s the best path forward given our resources and reality?”

How to support Pragmatists experiencing change at work?

• Present balanced, real-world pros and cons.
• Involve them in implementation planning — they bring valuable operational insight.
• Ask for their input early to ensure the changes are constructive and full of context.

Why this matters now more than ever

AI integration, remote work, and shifting organizational structures are driving a time of continuous transformation. Every change, big or small, interacts with our individual resilience and emotional capacity; building a resilient organization requires understanding the human side of change. Individuals are not obstacles to change — they are the change. By acknowledging their experiences, listening with curiosity, and meeting them where they’re at, you build trust and momentum.

From change management to change leadership

Rather than managing change at people, we need to lead change with them. This means:

• Acknowledging what’s lost, not just announcing what’s coming.
• Building meaningful two-way communication to incorporate perspectives and not just deliver updates.
• Creating safe spaces where people feel seen and valued — for example, holding listening circles, regular check-ins, or dedicated sessions where employees can express concerns, ask questions, and share feedback without fear of judgment or consequences.
• Supporting personal and team resilience by investing in well-being, flexibility, and clarity.

Leaders who succeed in this new era of change are those who show empathy, adaptability, and self-awareness. They focus not only on outcomes, but also on the emotional process that their team may experience along the way.

Final thoughts: Embracing change for a human-centered workplace

Change is not just something we “manage” — it’s how we show up every day and relate to one another in times of uncertainty. It’s how we choose to listen, respond, and support each other through complexity.

By using tools like the CSI 2, we can better understand ourselves and others, allowing us to create workplaces that are not only more adaptive but more human.

Visit our storefront and learn more about the CSI 2.

References

¹ Anthony, S. D., Viguerie, S. P., Schwartz, E. I., & Van Landeghem, J. (2018, February). 2018 Corporate Longevity Forecast: Creative Destruction is Accelerating (Innosight Executive Briefing). Innosight. Retrieved June 23, 2025.

² de Vries, M. S. E., & de Vries, M. S. (2021). Repetitive reorganizations, uncertainty and change fatigue. Public Money & Management, 43(2), 126–135.

³ Edmondson, A. C. (2019). The fearless organization: Creating psychological safety in the workplace for learning, innovation, and growth. Wiley.

⁴ ADP Research Institute. (2020). Workplace resilience study: How resilience drives engagement and productivity. ADP Research Institute.