1. What Does the CSI Measure?
The Change Style Indicator® measures individual style in approaching change and situations involving change.
Change Style Indicator® (CSI) Developed by: W. Christopher Musselwhite and Robyn P. Ingram

2. Facts about Change Styles
Style reflects aspects of personality or preferences — like right- or left-handedness
Scores do not indicate effectiveness at utilizing a preferred style
There is no right or wrong, “better” or “worse” style

3. Understanding Your Score Will Help You
Manage your response to change
Recognize and appreciate the contributions that each change style offers
Increase productivity through effective responses to change style differences
Lead others through change

4. Change Style Indicator®
The CSI is a continuum-based model divided into three styles:
CONSERVER • PRAGMATIST • ORIGINATOR

5. Change Style Continuum
CONSERVER • PRAGMATIST • ORIGINATOR

9. Style Characteristics
Conservers
Style Characteristics
Appear disciplined, precise, methodical, and cautious.
Prefer solutions that are tested and proven.
Accept conventional assumptions.
Enjoy predictability.
Honor tradition and established routines.
©1996 W. Christopher Musselwhite, Ed.D. All Rights Reserved.

11. Style Characteristics
Originators
Style Characteristics
May appear undisciplined, abstract, and spontaneous.
Prefer quick and expansive change.
Challenge assumptions.
Enjoy risks.
May treat accepted policies and procedures with little regard.
©1996 W. Christopher Musselwhite, Ed.D. All Rights Reserved.

13. Style Characteristics
Pragmatists
Style Characteristics
Appear practical, agreeable, and flexible.
Serve as mediators.
See both sides of an argument.
May take a middle-of-the-road approach.
©1996 W. Christopher Musselwhite, Ed.D. All Rights Reserved.

14. Conservers See Originators As:
Perceptions
Disruptive
Disrespectful of tradition and history
Generators of turbulent work environments
Insensitive to the feelings of others
Wanting change for the sake of change
©1996 W. Christopher Musselwhite, Ed.D. All Rights Reserved.

15. Originators See Conservers As:
Perceptions
Dogmatic
Hesitant to share new ideas
Compliant to authority
Stuck within the system
Defenders of the status quo
©1996 W. Christopher Musselwhite, Ed.D. All Rights Reserved.

16. Conservers and Originators See Pragmatists As:
Perceptions
Compromising
Mediating
Indecisive
Easily influenced
Noncommittal
©1996 W. Christopher Musselwhite, Ed.D. All Rights Reserved.

17. Collaboration Conservers Originators Bring order out of turbulence
Revitalize current systems for tomorrow
Work within the system to bring about improvement ideas and greater efficiencies
Catalyze the necessary turbulence
Help create the break from worn out systems
Look outside the system to bring about different ideas and different structures