Slide #1.

Leading Fearless Change in Organizations Mary Lynn Manns, Ph.D. University of North Carolina at Asheville [email protected] www.cs.unca.edu/~manns
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Slide #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)
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Slide #3.

Categories of the Patterns www.cs.unca.edu/~manns/intropatterns.html Roles Getting things going Events Influence strategies Handling resistance Keeping things going etc. etc. etc.
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Slide #4.

Change is not an event. It is a process. But how does a “powerless leader” begin the process of change?
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Slide #5.

Keep a Package of Patterns With 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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Slide #6.

Get Started  Learn about the new idea Study Group Just Do It  Gain visibility Hometown Story Token Do Food In Your Space External Validation
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Slide #7.

True or False … It is best for management to be involved early in the change process.
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Slide #8.

Build Grass Roots (bottom-up) Support  Spark some interest Personal Touch Innovators Connectors Guru on Your Side
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Slide #9.

True or False … If we can help people understand the value in the new idea, they will accept it.
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Slide #10.

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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Slide #11.

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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Slide #12.

Get Connected Keep other people involved Ask for Help (Innovators, Early Adopters, Connectors, Guru on Your Side, etc.) Group Identity Shoulder to Cry On Just Say Thanks Stay in Touch
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Slide #13.

You’ve got things buzzing but… You’re wearing out. You have other work to do. So now what?
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Slide #14.

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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Slide #15.

Now That You Have More Time…  Convince the masses Early Majority Involve Everyone Big Jolt Royal Audience Sustained Momentum
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Slide #16.

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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Slide #17.

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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Slide #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 bottom-up changes into their organizations
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Slide #19.

Go out and lead great changes in the world! For more information: [email protected] www.cs.unca.edu/~manns/intropatterns.html
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