Individuals approach a change or an innovation from their own style when trying to judge what advantages the change/innovation holds for them. The advantages must be greater than the disadvantages of the current pattern. In order to even consider a change it must be compatible with employees existing values. It must not interfere with their feeling of contributing (meaning inherent in the work). If the change is perceived to be too difficult it may not be accepted even if many agree it must be made. In the case the advantages outweigh the disadvantages, the change/innovation fits their values system and does not appear to be too difficult, the individual would be helped by seeing others integrating the new behavior.
The hardest changes are those which others initiate. In most companies, change, of necessity, comes from the top down. The difficulty with discussing a specific change in a democratic way with all employees in a large organization is apparent. It is why we have leadership. Foresight Styles Assessment gives an overall view of the way in which employees handle change. The discussion of how individuals meet change and their capacity for foresight opens the way for healthy strategies as each change comes up. Individuals are not forced to go against their own patterns, but use their style in the most positive manner for the organization. While every one does not have access to the same information, the more information individuals have the greater the flexability. It signals trust and respect that are key to a healthy organization.