leading fearless change in organizations mary lynn manns, ph.d. university of north carolina at...
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Leading Fearless Changein Organizations
Mary Lynn Manns, Ph.D.University of North Carolina at Asheville
Leadership Asheville 25
February 7, 2007
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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”
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Some Misconceptionsthat get change leaders into trouble
If I have a good idea, it will be easy to convince my organization.
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.
If the new idea makes sense and adds value, people will accept it.
Run away from the skeptics.I can lead this change initiative alone.
Once I convince people, they will stay convinced.
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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)
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Categories of the Patterns
Roles
Getting things going
Events
Influence strategies
Handling resistance
Keeping things goingetc. etc. etc.
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Change is not an event.It is a process.
But how does a “powerless leader” begin the process of change?
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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
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Get Started
Learn about the new idea Study Group Just Do It
Gain visibilityHometown StoryTokenDo FoodIn Your SpaceExternal Validation
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True or False …
It is best for management
to be involved early in
the change process.
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Build Grass Roots(bottom-up) Support
Spark some interest
Personal Touch
Innovators
Connectors
Guru on Your Side
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True or False …
If we can help people understand
the value in the new idea,
they will accept it.
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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)
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True or False …
If you’re smart (you are!) and you
know what to do (you do!), then
you don’t need much help from
other people to introduce
the new idea.
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Get Connected
Keep other people involvedAsk for Help (Innovators, Early Adopters, Connectors, Guru on Your Side, etc.)
Group IdentityShoulder to Cry OnJust Say Thanks
Stay in Touch
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True or False…
The best way to handle people
who are against the new idea is to
try to convince them
or
try to keep them out the way.
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Resistance is All Around
Respect the resistance
Fear Less
Champion Skeptic
Corridor Politics
Bridge-Builder
Whisper in the General’s Ear
Trial Run
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You’ve got things buzzing but…
You’re wearing out.
You have other work to do.
So now what?
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Get a New Role!
Strive to make the change initiative part of your job
Guru Review
Local Sponsor
Smell of Success
Dedicated Champion
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Now That You Have More Time…
Convince the masses
Early Majority
Involve Everyone
Big Jolt
Royal Audience
Sustained Momentum
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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 bottom-up changes into their organizations
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Go out andlead great changes
in the world!
For more information: [email protected]
www.cs.unca.edu/~manns/intropatterns.html