Introducing New Ideas into your Organization

1. Introducing New Ideasinto your Organization Mary Lynn Manns manns@unca.edu www.cs.unca.edu/~manns OOPSLA 2009 October 2009 Copyright is held by the author/owner.OOPSLA'09, October 25–29, 2009, Orlando, FL, USA.      ACM 09/10.

3. The Project Started in 1996, collecting change leadership strategies from: • discussions with people leading change worldwide • leaders of change throughout history • change theories

4. Patterns Successful strategies documented as patterns • Patterns capture recurring problems and successful solutions • Each pattern captures: • problem • solution • consequences (negative and positive) • known uses • a name • A collection of patterns (for leading change) provides a vocabulary or language (for leaders of change)

5. The Book • 48 patterns • chapters on change and the use of the patterns • experience reports • target user is “powerless leader” • emphasis is emergent change The goal: People become so involved and interested in the change process that they want to change.

6. Some Misconceptionsthat get change leaders into trouble If I have a good idea that adds value, it will be easy to convince others to accept it. All I need is a lot of knowledge about the new idea and an effective plan. I can convince people with my charm and a nice PowerPoint presentation. Run away from the skeptics. I can lead this change initiative alone. Once I convince people, they will stay convinced. And why do I need this information?… I am in a position to impose the change.

7. Warm up…. What are the challenges in leading change in your organization?

8. The goal…. People become so involved and interested in the change process that they want to change.

9. True or False?…I need a specific plan for leading the change. However…. … Change is not an event; it is a process (a rather unpredictable process). … Change happens one individual at a time. … Can you predict how individuals will react during this process? … How does a “powerless leader” move through the process of change?

10. Keep a Package of PatternsWith You • Take on a role [Evangelist] • Create a vision. Make short-term goals. Build on your successes and learn from your failures. [Test the Waters] [Step by Step] The key to innovation is to manage a balance of planning, structure, and improvisation.(K. Sawyer, Group Genius) [Time for Reflection] [Small Successes]

11. What does the [Evangelist] do first? • Well, it depends… • Some possibilities: • [In Your Space] • [Just Do It] • [Study Group] • [Personal Touch]

12. Guru on Your Side Champion Skeptic Early Majority Bridge-Builder Early Adopter Connector Local Sponsor Innovator

13. The decision process… • knowledge – persuasion – • decision – implementation – confirmation • The mental activity at… • … knowledge is cognitive (knowing) • … persuasion is affective (feeling)

14. Knowledge:present the relevant facts Goal: Audience will believe you and be willing to be persuaded Stress a simple, concrete message [Just Enough] What is the core? [Elevator Pitch] Gather Information [Just Do It], [Town Meeting] Capture attention [Big Jolt], [Wake-Up Call] Make it relevant [Tailor Made] Consider the value drivers of the group

15. Knowledge… continued Show a relative advantage Build credibility for your message [Hometown Story], [External Validation], [Big Jolt] Create opportunities for learning [Study Group] Concentrate on the possibilities Small problems [Step by Step]; propose a strategy Give visible, frequent messages [In Your Space] [Next Steps]

16. The decision process… • knowledge – persuasion – • decision – implementation – confirmation • The mental activity at… • … knowledge is cognitive (knowing) • … persuasion is affective (feeling)

17. Move from informing to persuading… Our emotions drive our decisions and then we justify with logic and reason. Behavior change happens mostly by speaking to a people’s feelings.(John Kotter) People will forget what you said, forget what you did, but not forget how you made them feel.(Maya Angelou)

18. Persuasion:transform information into action Goal: Audience will form the intended opinion and be willing to act on it Ask yourself: What will cause my audience to feel something? [Emotional Connection] Set the stage – relationships Show your passion for the problem/solution [Evangelist] Stir up a little anger [Wake-Up Call] Match to individual concerns [Personal Touch]

19. Persuasion:continued Create ownership [Involve Everyone], [Ask for Help], [Group Identity] [Just Say Thanks] Address the fear of the skeptics [Fear Less] Tell meaningful stories Talk about people instead of statistics [Do Food] and [Token]

20. Persuasion:continued Prompt a little fun Allow people to feel smarter Show that you understand their loss Leave them with a sense of urgency [Wake-Up Call] Other ideas??...

21. Things are buzzing…some other patterns to remember... [Sustained Momentum] [Shoulder to Cry On] [Piggyback] [Corridor Politics] [Trial Run] [Stay in Touch] etc…

22. Summary… Step-by-Step with Time for Reflection The different types of people: persuading each person in the most effective way involving each person in the change initiative Patterns for informing versus persuading More patterns: once the buzz is happening

23. Leading change is hard, but… You miss 100% of the shotsyou never take.

24. Exercise Listen to the stories of challenges in leading change. Your group will choose one of these stories. On the paper, write the patterns you would use in your change initiative. (Use the short descriptions of the patterns in Fearless Change as a resource.) Your group will present your ideas to the other groups.