Temperaments
There are a variety of flavours of Carl Jung's theory. For us, 'Temperaments' includes them all, and they can be useful for understanding patterns.
Temperaments vs traditional thinking
Two different assumptions about how change should work.
Lean Change
Lean Change embraces temperamental diversity as a feature, not a bug. It recognizes that people interpret and respond to change differently—and that those differences are assets. By valuing variation, Lean Change enables more adaptive, human-centered strategies that meet people where they are, not where a plan says they should be.
Traditional Change Management
Traditional change often seeks to minimize variation by standardizing behaviours, messaging, and processes—assuming consistency equals control. In this view, different temperaments are seen as something to manage or overcome.
This element is based on David Keirsey’s four temperaments: [b]Artisan (SP)[/b], [b]Guardian (SJ)[/b], [b]Idealist (NF)[/b], and [b]Rational (NT)[/b]. Each temperament describes a general way people view the world and behave, particularly under change pressure. Understanding these temperaments can help you:
[ml][ul][li indent=0 align=left]Avoid misinterpreting resistance[/li][li indent=0 align=left]Frame messages to land better with different styles[/li][li indent=0 align=left]Adjust facilitation techniques to match audience preferences[/li][li indent=0 align=left]Build empathy and navigate team dynamics more effectively[/li][/ul][/ml] [h3][b]Guardian (SJ – Stabilizers)[/b][/h3]
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