Slow credit adaptors are unsure of change

March 3, 2012 admin Uncategorized

Slow adaptors want to be sure the change is permanent and necessary before they are willing to adapt to it. They do not believe in change for change’s sake. Slow adaptors often need specific details about the change event to determine how the change will directly impact them and their day-to-day routines. Slow adaptors require tactical information specific to their role or work processes to help convince them that the change is for the better and will be permanent. They tend to need consistent motivation.

Resistors of change refuse to acknowledge the need for change and often feel that change is directed at them personally, often slipping into a state of denial over change events. It is not uncommon for resistors to hold strong sway over a partnership, convincing others that change is harmful to the organization and the “mistake” will be rectified once “those people” understand the errors of their ways. Resistors hold nostalgia and the status quo in high esteem and are effective in trying to convince others to return to the “good old days.” Resistors not only deny the need for change, but may also deny later that any change has actually occurred. No amount of information will help them break through their veil of denial. The only sure strategy to help with resistors is to get them to understand that there is no turning back the clock; that is, the partnership is not going back to “how things were” and that they must either adapt or find other options outside the organization.