Balancing Style and Change

– Arthur Tullett

Editor’s Note: Dr Tullett died tragically in 1999. As he failed, he sent this data he was preparing for publication. In his accompanying notes, he says that he was called in as consultant because the company had, for some time, been undertaking extensive change and the resistance below management level (and also from some managers) was increasing daily. The “resistors” complained that changes were being made even to changes still being introduced – they no longer knew what was going on, but whatever was going on was becoming increasingly and markedly inefficient. Tullett suspected the problem was over-enthusiastic innovation among many recently appointed managers (some at high rank). He needed this data to back up his giving “enlightenment and counselling” as he put it. Below are KAI scores for 49 managers, which accounts for the majority of the board and senior management of this UK subsidiary of an international IT company.

Mean: 115 SO: 50 E: 23 R: 42

The breakdown of factor traits is exactly as expected. This gives added confidence to the results. The magnitude of the mean, the climate of wholesale, immediate continuous change and the recency of appointment of many staff, gives powerful confirmation to Tullett’s suspicions that the change programme could do with a better appreciation of adaptive input, with more experience of the detailed workings of the company. The problem was how to persuade the management to concentrate, for a while, on becoming a more knowledgeable and better collaborating diverse team, with a more widely agreed, clearer defined problem A and the means of achieving it. As it was, a collection of problem Bs was threatening to take over.

Balancing Style - Chart