PeopleSmart in Business eBook - The Platinum Rule

attempts to get them to talk. Th is type dislikes change because they
typically view changes and the future as unknown variables where unforeseen
mistakes might happen. Th ey need to plan for change ahead
of time so they can identify and bring under control any key considerations
that have to be addressed in the process. When possible, allow
them to investigate possible repercussions, especially at the beginning
stages. Th at way they’ll know more about the future and may be more
comfortable with possible changes.
Correcting Cautious Thinkers
Show Cautious Th inkers the way to get a job done and they’ll typically
master the format, then modify it to suit their individual needs.
Th ey tend to start with what they have to work with, then personalize
it, almost from the beginning, so that it works better as they see it.
So they may avoid people whom they perceive might tell them to do
things diff erently. Th is is one way Cautious Th inkers maintain control
of their work. Th ey tend to side-step authorities who they think are
endeavoring to correct them. At the extreme, this behavior can appear
sneaky to other types, especially if the C gets caught.
Specify the exact behavior that is indicated and outline how you would
like to see it changed. Establish agreed-upon checkpoints and times. Allow
them to save face, as they fear being wrong. “Nelson, your work here
is typically done neat, on time, and right on the money. Now that we’re
switching the offi ce to computers, you’ll be able to turn out the same
quality of work, only faster. I’d like you to take this computer class . . .”
Communicating with Cautious Thinkers
Be well organized and clear in your communications, since they
are likely to ask lots of questions about a situation or subject in their
search for a logical conclusion. You may want to have them clarify
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