The art of progress is to preserve order amid change and to preserve change amid order. -Alfred North Whitehead



The purpose of the Change Strategy Preference Inventory is not to show you how to carry out change effectively. Our aim is a lot more limited. It is simply to enable you to examine and to come to better understand the approach to change that you most often take. You can then consider its advantages and disadvantages. You will see that there are alternative strategies, and you might even decide to try an alternative approach.

Your scores on the Change Strategy Preference Inventory simply identify your most preferred approach and give you a chance to compare your preferences among the three basic strategies. The score displays can give you a quick visual comparison of your orientation to each of the three strategies. By completing the survey you will learn more about these leading researchers and how your score compared to their theories.

Hammer & NailWatson and Skinner
The most obvious way to get people to change is to apply force. Remember that "force" includes not just punishments but rewards, too. The assurance of a meaningful, desired reward can be just as much a "force" for change as the threat of punishment. This whole approach was best conceptualized by a psychologist of the early 1900s named John B. Watson.
PlatoPlato and the Ancient Greeks
There are three types of knowledge. The first is knowledge based on what those we consider "experts" tell us. Those experts may, of course, just be passing on outdated information, or trying to impress us by appearing to be the only ones to know the "truth." A second form of knowledge is "social knowledge," that is, knowledge that "everybody knows." Of course, not "everybody" could possibly "know" about any specific information, so this really means that in general many or most people seem to agree on some matter of information or knowledge.
Kurt LewinLewin
In the 1940s social scientists, led by Kurt Lewin, a social psychologist who is still widely recognized for his practical contributions, identified a new and powerful force for change. They showed that when a person is a member of a group that is in some way meaningful or important to him or her, that person is likely to conform to the "norms" of that group. A "norm" can be no more than a particular viewpoint expressed by most of all of the group's members, but the most important norms are behavioral norms. That, is these norms define how people expect one another to behave.