The Change Agent can see when systems are not going to produce the desired outcome or where processes are falling short. The Change Agent can create new paradigms, frameworks or models that better align the process with the vision and the people. The Change Agent enjoys prototypes or new projects, is analytical by nature and is gregarious yet fiercely independent. Ensures the leadership ‘walks the talk’ and is credible.
Change Agents thrive on generating new ideas and concepts and are able to picture their vision very clearly. Their strength lies in creating ideas and plans, and they are most productive once a game plan has been established. They have an excellent ability to think issues through. They are very determined and controlled and will want to have a vision to work towards. They will not be openly competitive but will certainly work longer and harder than most to achieve their vision.
Change Agents can be very disciplined and expect the same from others. They work efficiently and to a plan, systematising everything they can. They are highly tolerant and patient with people as long as they are efficient and want to achieve. They enjoy people who have vision.
As leaders, they like structure, discipline and organization. They are easily able to provide their staff with an understanding of the organization’s vision but probably will not see it necessary for routine work. They willingly contribute to making a team work together or getting a project organised. They are extremely supportive of staff, care about them as individuals and take responsibility for making their team feel positive and enthusiastic about their work when they themselves are excited by the vision. They are excellent delegators and have the skill of matching tasks with people. They can easily identify potential in people and can also be strict when required especially if they suspect incompetence or laziness.
Change Agents are very loyal as long as people fit in with their vision. They are mostly respectful of others. Generally they are able to see people for what they are and will often not enjoy being around highly opinionated people.
They resolve conflict by facing people in the direction of their vision and encouraging them to find a workable solution. They don’t like people to be unhappy so they will seek to find solutions to any conflict to ensure everyone is happy. If someone is angry with them they will both feel the impact of the emotion and use logic to justify their position. Seldom will they become angry in response, but when they do they tremble with rage. They will often appear to look blank.
Change Agents cope well with change as long as it is heading somewhere. A Change Agent will want everyone to be happy about any changes that are being considered. If under stress, they work through the experience. They will most likely escape into their vision, check everyone is coping and then generate a way to solve the stress. Change Agents are both analytical and objective. Their internal conflict lies between cold hard logic and wanting people to be happy. They are more zany than spontaneous, and like the bizarre and oddball. They enjoy outrageous and illogical humour. They can easily see a person’s weaknesses and may play on them.
They can become depressed or bored if they are unable to express their vision, or if this vision is not valued by friends or work colleagues. They are generally optimistic if they are being shown support.
They are mostly balanced, stable individuals, although at times they may be influenced by the company they keep. They may deceive where necessary to achieve their plans or visions.
A Change Agent has an excellent understanding of the negotiation process and can gauge their opponents’ thoughts and personal weaknesses and use them to their advantage. A Change Agent is most formidable when working long and hard to achieve their vision, organising large teams in crisis situations and creating order from chaos.
Code of Conduct
- Ensures all team members ‘walk the talk’
- Aligns the activity of the group with the vision of the organisation
- Ensures systems are practical and understood by the people using them
- Considers the wider organisational impact of key decisions or changes made in their area
- Puts forward suggestions to improve work practices and work flows
- Encourages the team to take a strategic approach and focus on undertaking right action
As team members, Change Agents make the best contribution when:
- They are able to trouble-shoot systems, organizational structures or processes to enhance efficiency and reduce user frustration
- New models, paradigms or approaches are required
- They can head up a team looking at new prototypes
- The brief is broad, even vague, but the outcome is specific
CHANGE AGENTS best manage themselves by:
- Disciplining themselves to value the loyalty and passion of their team as much as their functional contribution
- Learning to control their sharp tongue – the cutting remarks and the closed-door comments
- Learning to manage their frustration with constant changes to the brief or situation
- Learning to appreciate that while changing systems may make the organization more efficient in the long term, in the short term it will cause drama, confusion and inefficiency
- Learning to sandwich negative evaluations or feedback between encouraging statements
If not present in the team
The leadership has no credibility and the team focuses on the wrong action
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