We are all familiar with optical illusions and works of art that some of us see in a different way from others. Consider the spinning lady here - where some of you will see her spin clockwise and some will see the opposite rotation. And some see her change direction.
It’s a useful metaphor for how any group of people facing potential change simply look at the subject matter differently.
In the second of this series, we discussed how feelings can sometimes play a more important role than the the real facts of the matter when people encounter change. Carl Jung’s typology also suggests that different people perceive the world differently. It’s in their nature. Those with a predominantly ‘sensing’ preference rely on concrete facts, stability and past experiences, while those with an ‘intuitive’ preference thrive on possibilities, patterns and future potential. What makes things complex for you as a change manager is that you can’t just look at someone and know into which category they fit.
With that in mind and to have the greatest chance of being successful, change initiatives need to acknowledge both perspectives - providing structured, incremental transitions for Sensors, while giving Intuitives room to explore new possibilities.
This means that if you are using Lewin’s Change Model (Unfreeze → Change → Refreeze) for example, Sensors need the "refreeze" stage to restore stability, while Intuitives who thrive in the "change" phase, may resist "refreezing." Or when considering Kotter’s 8-Step Model, a vital step for many, such as “Creating a Sense of Urgency” will appeal to Intuitives but less so to Sensors who are more likely to emphasize “Generating Short-Term Wins” as a means of reassuring them that the way forward is positive.
Put simply: Sensors need to see past examples of success and the resulting incremental benefits, whereas Intuitives prefer to focus on innovation, possibilities and the broader vision.
It’s an undeniable fact of life that there is a natural tension between tradition (Sensing) and innovation (Intuition), and not recognising or accepting this leads many organizations to fail at change management. If the change manager either over-emphasizes stability and alienates Intuitives (leading to stagnation) or doubles down on change which unsettles the Sensors (leading to resistance), they won’t be successful.
Enough of the problems. Let’s discuss solutions.
The best and most practical approach to take is a "dual-speed" change strategy:
Self-awareness in leadership can help mitigate these extremes, ensuring a balanced approach to change, but patience will be necessary.
When it comes to patience, we all have different tolerance threshholds, but what can help is having a deeper understanding of why people exhibit these different attitudes. Jung’s concept of the shadow (what you are afraid of) brings insights into why people either cling to stability or chase change recklessly.
This means that with Sensors, new technology may be rejected because “we’ve always done it this way”, or as the American politician Bert Lance liked to say: “If it ain’t broke, don’t fix it”. In contrast, an Intuitive leader might frequently change direction and end up frustrating their employees who simply crave clarity. Their motto might be that “there’s always room for improvement”, leading them to not finish the first round of change before the next one gets started!
Let’s summarize: It may at first sound cumbersome, but to set yourself up for success, you need to communicate change in two ways - the Sensors need facts and the Intuitives need a clear vision. It’s best to try and integrate the two approaches with anecdotes, amusing stories or case histories… then implement gradually, leaving some room for flexibility while you attempt to balance both perspectives.
In all scenarios, having clear milestones is important, providing security for Sensors yet not stifling innovation.
A Jung-Inspired Framework for Change in Schools
Change initiatives are never easy, but to lead change effectively, your chance of success is increased by integrating both of these psychological perspectives into your strategy:
Final Thoughts: Leading with Awareness
School leaders play a crucial role in shaping how change is perceived and implemented. Recognizing the Sensing-Intuition divide can help them avoid unnecessary resistance while fostering an environment where both stability and innovation can coexist. By embracing a dual-speed approach to change, educators and administrators can create school environments that evolve thoughtfully and sustainably—benefiting both the traditionalists and the trailblazers.
The spinning lady may be a good place to start as, together with your colleagues, you encounter how many of them see things differently from others.
(3 of 6 part series - Change Management)