Discovery, difference, careers and change. Part 3: managing change

Purpose – The purpose of part 3 of this paper is to demonstrate what are the individual's preferences in change management, where they are naturally located on both the creative thinking and change management continua, how they can improve their creative thinking skills and how organisations can improve profitability be adopting the appropriate change management paradigm. Design/methodology/approach – The paper determines how the Practical or Concept preference for gathering and using information impacts on how we think creatively; summarises Dr Kirton's work on adaptive and innovative thinking; demonstrates how the two models are linked and where different preferences are located on the creative thinking and change management continua; considers how individuals with different profiles approach change management in an organisational context; introduces the change preference model and consider the implications on effective change management; considers how to overcome the limitations of individuals profiles on their ability to think creatively; and finally defines the prevailing change management paradigm and how a modification to the definition of change and the resulting paradigm will enable organisations to improve their management of change and, as a result, profitability. Findings – The paper finds that individuals have more flexibility and ability in creative thinking and change management than they might currently perceive; whereas organisations can improve their management of change significantly be adopting the appropriate change management paradigm and using a whole‐brained or holistic approach. Originality/value – The paper enables the reader to determine what their current approach to creative thinking and change management is, and how they and organisations can become more effective.