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Leading Fearless Change Patterns for Introducing New Ideas

Leading Fearless Change Patterns for Introducing New Ideas. Mary Lynn Manns, Ph.D. University of North Carolina at Asheville manns@unca.edu April 2007. The Project. Began around 1998, Manns & Rising Change strategies acquired from: discussions with people leading change worldwide

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Leading Fearless Change Patterns for Introducing New Ideas

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  1. Leading Fearless ChangePatterns for Introducing New Ideas Mary Lynn Manns, Ph.D. University of North Carolina at Asheville manns@unca.edu April 2007

  2. The Project • Began around 1998, Manns & Rising • Change strategies acquired from: • discussions with people leading change worldwide • leaders of change throughout history • change theories • Strategies documented in the form of patterns • A pattern is a recurring, successful technique • Each pattern has a name • Emphasis is on bottom-up change by “powerless leaders” • The book: Fearless Change: Patterns for Introducing New Ideas (Addison Wesley Publishing Co., 2005)

  3. 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.

  4. Imposing the change:some issues to consider • Compliance versus Commitment • Short term “speed” versus long term satisfaction with the change • “Powerless leader” The goal of Fearless Change: People become so involved and interested in the change process that they want to change.

  5. The Context • You belong to an organization • You have an idea that you would like to bring into the organization • This is an idea that stirs something in you. You have passion for it. • You are a “powerless leader”

  6. Patterns • A name is given to: • a recurring problem • its context • a known solution • the positive and negative consequence of using that solution • The names allow us to converse about problems and solutions.

  7. Categories of the Patterns Roles Getting things going Events Influence strategies Handling resistance Keeping things going etc. etc. etc.

  8. Myth #1:I need a specific plan for leading the change. However…. … Change happens one individual at a time. … Change is not an event. It is a process. … Can you predict how individuals will react during this process? … How does a “powerless leader” begin the process of change?

  9. Keep a Package of PatternsWith You • Take on a role Evangelist • Create short-term goals: build on your successes and learn from your failures Test the Waters Step by Step Time for Reflection Small Successes

  10. Get Started • Learn about the new idea Study Group Just Do It • Gain visibility Hometown Story Token Do Food In Your Space

  11. Myth #2:If I just explain the value in the new idea, people will understand and accept it. However…. … Are people reasonable and logical decision-makers? … Behavior change happens mostly by speaking to a person's feelings. (J.P. Kotter, The Heart of Change) … Relate to what’s going on in the other person’s head, not in yours. (R.N. Bolles, What Color is Your Parachute?)

  12. Different people accept new ideas at different rates Do you know these people? • This is new so it is cool. (Innovator) • This is an interesting idea, but I want to hear more before making a decision. (Early Adopter) • I want to see what other people think about the new idea before I make a decision. (Early Majority) • I’ll accept the new idea when I have to. (Late Majority) • It’s always been done this way … why do we have to introduce anything new? (Laggard)

  13. Tailor your message • Personal Touch • Innovator • Early Adopter • Early Majority • Whisper in the General’s Ear

  14. Myth #3:I can lead this change alone.(After all, reaching out is a sign of weakness.) However…. … You don’t have an unlimited supply of time and energy. … The change could become all about you. … What separates those who achieve from those who do not is in direct proportion to one’s ability to ask for help. (D. Keough, former president of Coca-Cola)

  15. Get Connected • Ask for Help • Innovators • Early Adopters • Bridge Builder • Connectors • Guru on Your Side • Group Identity • Just Say Thanks

  16. Myth #4:Cynics and Skeptics are negative people so I should avoid them. However…. … Will they be happy if you avoid them? … Should we spend our limited time trying to convince them? … Can they teach us something we don’t know?

  17. Respect the Resistanceand make use of it • Fear Less • Champion Skeptic • Corridor Politics • Trial Run

  18. Summary • Patterns document recurring, successful strategies • The Fearless Change book contains 48 patterns from successful leaders of change • The book is written for all “powerless leaders” who have a good idea and want to introduce changes into their organizations

  19. Go out andlead great changesin the world!For more information:manns@unca.eduwww.cs.unca.edu/~manns/intropatterns.html

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