Why Change Feels So Hard and What Personality Reveals

Two co-workers discussing assessment results

Change is constant at work. But even when it’s necessary, it can still feel frustrating, uncomfortable, or overwhelming. The challenge isn’t just the change itself. It’s how differently people respond to it. This is where personality plays a powerful role. 

Change Isn’t Just About the Plan. It’s About the People.

In the 1980s, William Bridges described change as a process people move through in three stages, from letting go, to a period of uncertainty, to eventually settling into a new normal.  Building on this, Nancy Barger and Linda Kirby explored how personality influences what people need at each stage. 

Their research highlighted something simple, but often overlooked: 

  • People don’t struggle with change for the same reasons 
  • And they don’t need the same support to move through it 

What People Need During Change (Through a Personality Lens) 

Using insights from the Myers-Briggs Type Indicator® (MBTI®), we can start to understand these differences more clearly. 

Extraversion & Introversion:  

Extraversion (E)
People who prefer Extraversion often need:  

  • Space to talk things through  
  • Opportunities to be involved  
  • Ongoing communication and dialogue  

Introversion (I)
People who prefer Introversion often need:  

  • Time to reflect before responding  
  • Clear, written communication  
  • Space to think before being asked to engage  

What this means in practice: If you only communicate in group settings, some voices will dominate while others disengage. Balance both discussion and reflection. 

Sensing & Intuition: 

Sensing (S)
People who prefer Sensing often need:

  • Clear, practical details  
  • A connection to what’s worked before  
  • Step-by-step clarity  
  • A realistic picture of the future that makes plans feel tangible 
  • Clear guidelines on expectations, roles, and responsibilities around implementation 

Intuition (N)
People who prefer Intuition often need:

  • The bigger picture and purpose  
  • Room to explore ideas  
  • Flexibility in how things unfold  
  • Opportunities to help shape what’s next 

 What this means in practice:
If you only share the vision, some people feel lost. If you only share the details, others feel constrained. 

Thinking & Feeling:  

Thinking (T)
People who prefer Thinking often need:

  • Clear rationale and objectives  
  • Evidence the decision makes sense  
  • Fair, consistent processes  

Feeling (F)
People who prefer Feeling often need:

  • Recognition of how people are affected  
  • A sense of inclusion and support  
  • Visible care from leadership  

What this means in practice: A change can be perfectly logical and still fail if people feel overlooked. 

Judging & Perceiving:  

Judging (J)
People who prefer Judging often need:

  • Clear plans and timelines  
  • Defined goals and priorities  
  • Fewer surprises  

Perceiving (P)
People who prefer Perceiving often need:

  • Flexibility and options  
  • Time to explore and adapt  
  • Space to respond as things evolve  

What this means in practice: Too much structure can feel rigid. Too little can feel chaotic. 

Where Change Efforts Break Down 

Most change initiatives don’t fail because the strategy is wrong. They struggle because the approach only works for some people. 

  • The vision is clear, but the details are missing  
  • The plan is logical, but the human impact isn’t addressed  
  • The timeline is tight, but people haven’t had time to process  

When this happens, it shows up as resistance, disengagement, or slow adoption. 

What Strong Leaders Do Differently 

Effective leaders don’t try to force everyone through change the same way. They create an environment where different people can engage with change in a way that works for them. 

That often means: 

  • Communicating both the why and the how  
  • Balancing structure with flexibility  
  • Acknowledging both results and people  
  • Giving people time to process before expecting action  

Turning Insight Into Better Change 

You don’t need to tailor everything to every individual. But small shifts in how you communicate and lead change can make a big difference. When people feel understood, they’re far more likely to engage. That’s what turns change from something people resist into something they can move through together. 

If you want to better understand how your team approaches change, tools like the Myers-Briggs Type Indicator can provide practical insight into how people process information, make decisions, and respond under pressure. 

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