Leading Fearless Change Mary Lynn Manns, Ph.D. University of North Carolina at Asheville manns@unca.edu www.cs.unca.edu/~manns

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

Patterns Successful strategies documented as patterns Patterns capture recurring problems and successful solutions Each pattern has a name A collection of patterns (for leading change) provides a vocabulary or language (for leaders of change)

The Book Fearless Change: Patterns for Introducing New Ideas (Addison Wesley Publishing Co., 2005) 48 patterns chapters on change and the use of the patterns experience reports target user is “powerless leader” emphasis is emergent change The goal of Fearless Change: People become so involved and interested in the change process that they want to change.

For more information: www.cs.unca.edu/~manns/intropatterns.html

The Context You belong to an organization. You have an idea that you would like to bring into the organization. This idea stirs something in you—you have “passion” for the idea. You are a “powerless leader.” Aren’t we all powerless to change people’s minds?

Some Misconceptions that 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.

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

Keep a Package of Patterns With 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 When your focus is in the long term, it’s hard to maintain enthusiasm day by day Learn from your failures and build on your successes Unplanned responses to what happens (GG) “Maximum innovation comes from a careful balance between planning and improvisation.” (GG) The key is “establishing a goal that provides focus for the team – just enough of one so that team members can tell when they move closer to a solution – but one that’s open-ended enough for problem-solving creativity to emerge.” (GG) Script-think: the tendency to think that events are more predictable than they really are. (GG) (stories in “Group Genius” pgs 22 & 28) 1980 earthquake in southern Italy and Naples: response team needed time to adapt their procedures to the unique features in the disaster LEGO game: most creativity -- members of the team start playing and improvising the game early in the 20-minute period

The Evangelist Gets Started Learn about the new idea Study Group Just Do It Gain visibility Hometown Story Do Food Token In Your Space

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?)

Different people accept new ideas at different rates Do you know these people? New stuff is cool! Innovators Interesting idea, but I want to hear more. Early Adopters What do other people think? Early Majority If I have to… Late Majority We’ve always done it this way… Laggards

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

Myth #3: I can lead this change alone 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)

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

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?

Respect the Resistance and make use of it Fear Less Champion Skeptic Corridor Politics Trial Run Whisper in the General’s Ear Bridge Builder

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

Exercise Listen to the stories of challenges in leading change. Your group will choose one of these stories. On the flipchart 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.

Go out and lead great changes in the world!