Leading Fearless Change

Mary Lynn MannsMary Lynn Mannsmanns@unca.edumanns@unca.edu

Linda RisingLinda Risinglinda@lindarising.orglinda@lindarising.org

www.cs.unca.edu/~manns/intropatterns.htmlwww.cs.unca.edu/~manns/intropatterns.html

What’s in store today?

Leading change: The Leading change: The Fearless ChangeFearless Change projectproject

A little about “patterns”A little about “patterns” The Play! (seven thespian volunteers The Play! (seven thespian volunteers

needed)needed)

Leading Change

Our approach in writing the book…Our approach in writing the book… Interviewed “powerless leaders” of Interviewed “powerless leaders” of

changechange Looked for “patterns” in their successful Looked for “patterns” in their successful

practicespractices

What’s a pattern?

A pattern is a structured way of documenting A pattern is a structured way of documenting a recurring problem and the successful a recurring problem and the successful solution.solution.

The solution should be general enough that The solution should be general enough that you can apply it in different “flavors” of you can apply it in different “flavors” of the given context, but specific enough that the given context, but specific enough that you understand how to solve the problem.you understand how to solve the problem.

Every pattern has a name. Using a collection Every pattern has a name. Using a collection of related patterns gives the user a of related patterns gives the user a vocabulary or language to describe ways of vocabulary or language to describe ways of working in the given environment. working in the given environment.

Who is Christopher Alexander?The idea of using patterns is currently The idea of using patterns is currently

very popular in software very popular in software development, but the idea originated development, but the idea originated with a building architect, Christopher with a building architect, Christopher Alexander. Alexander.

He wrote several interesting books He wrote several interesting books about the patterns he saw in his work.about the patterns he saw in his work.

The Timeless Way of BuildingThe Timeless Way of BuildingA Pattern LanguageA Pattern Language

Fearless Change

The context for this pattern language is The context for this pattern language is organizational change. organizational change.

The user of the patterns is a The user of the patterns is a “powerless leader” who has an idea “powerless leader” who has an idea for a new way of working and for a new way of working and wonders how to get things going.wonders how to get things going.

Patterns are applied in a sequence. The Patterns are applied in a sequence. The particular choice of patterns for the particular choice of patterns for the sequence depends on the nature of sequence depends on the nature of the user and the nature of the the user and the nature of the context. context.

EvangelistTo begin to introduce the new idea

into your organization, do everything you can to share your passion for it.

InnovatorWhen you begin the change initiative, ask for help from

colleagues who like new ideas.

Test the WatersWhen a new opportunity presents

itself, see if there is any interest by using some of the patterns in this language and then evaluating the

result.

Time for ReflectionTo learn from the past, take time at regular intervals to evaluate what is

working well and what should be done differently.

Small SuccessesTo avoid becoming overwhelmed by the challenges and all the things you have to do when you’re involved in

an organizational change effort, celebrate even small successes.

Step by StepRelieve your frustration at the enormous task of changing an

organization by taking one small step at a time toward your goal.

Brown BagUse the time when people normally eat

lunch to provide a convenient and relaxed setting for hearing about the new idea.

Do FoodMake an ordinary gathering a special event

by including food.

PiggybackWhen faced with several obstacles in your strategy to introduce something new, look

for a way to piggyback on a practice in your organization.

External ValidationTo increase the credibility of the new idea, bring in information from sources external

to the organization.

Plant the SeedsTo spark interest, carry materials (seeds)

and display (plant) them when the opportunity arises.

Just EnoughTo ease learners into the more difficult

concepts in a new idea, give a brief introduction and then make more

information available when they are ready.

Just Do ItTo prepare to spread the word about the new idea, work with the new idea on your

own to discover what the benefits and limitations are.

The Right TimeConsider the timing when you schedule

events or ask others for help.

Just Say ThanksTo make people feel appreciated, say

“thanks” in the most sincere way you can to everyone who helps you.

Personal TouchTo convince people of the value in a

new idea, show how it can be personally useful and valuable to

them.

Guru on Your SideEnlist the support of senior-level

people who are esteemed by members of the organization.

Early AdopterWin the support of the people who can be opinion leaders for the new

idea.

Early MajorityTo create commitment to the new idea in the organization, you must

convince the majority.

People adopt change at different rates

Innovators (2.5%)

Early Adopters (13.5%)

Early Majority (34%)

Late Majority (34%)

Laggards (16%)

Tailor MadeTo convince people in an

organization of the value they can gain from the new idea, tailor your

message to the needs of the organization.

Trial RunWhen the organization is not willing to commit to the new idea, suggest that they experiment with it for a

short period and study the results.

Sustained MomentumTake a pro-active approach to the on-going work of sustaining the interest

in the innovation in your organization.

Stay in TouchOnce you’ve enlisted the support of

key persons, don’t forget about them and make sure they don’t forget

about you.

Study GroupForm a small group of colleagues who

are interested in exploring or continuing to learn about a specific

topic.

ConnectorTo help you spread the word about the innovation, ask for help from

people who have connections with many others in the organization.

Ask for HelpSince the task of introducing a new

idea into an organization is a big job, look for people and resources to help

your efforts.

Hometown StoryTo help people see the usefulness of the new idea, encourage those who have had

success with it to share their stories.

TokenTo keep a new idea alive in a person’s memory, hand out tokens that can be

identified with the topic being introduced.

Smell of SuccessWhen your efforts result in some visible

positive result, people will come out of the woodwork to talk to you. Treat this opportunity as a teaching moment.

Location, Location, Location

Try to hold significant events offsite.

Group IdentityGive the change effort an identity to help

people recognize that it exists.

In Your SpaceKeep the new idea visible by placing

reminders throughout the organization.

Big JoltTo provide more visibility for the

change effort, invite a high profile person into your organization to talk

about the new idea.

Royal AudienceArrange for management and

members of the organization to spend time with a Big Jolt visitor.

Local SponsorAsk for help from first-line management.

When your boss supports the tasks you are doing to introduce the new idea, you can

be even more effective.

Corporate AngelTo help align the innovation with the goals

of the organization, get support from a high-level executive.

Guru ReviewGather anyone who is a guru on your side

and other interested colleagues to evaluate the new idea for managers and other

developers.

Fear LessTurn resistance to the new idea to

your advantage.

Shoulder to Cry OnTo avoid becoming too discouraged

when the going gets tough, find opportunities to talk with others who

are also struggling to introduce a new idea.

Dedicated ChampionTo increase your effectiveness in

introducing your new idea, make a case for having the work part of your

job description.

MentorWhen a project wants to get started

with the new idea, have someone around who understands it and can

help the team.

Involve EveryoneFor a new idea to be successful

across an organization, everyone should have an opportunity to

support the innovation and make his own unique contribution.

Champion SkepticAsk for help from strong opinion

leaders, who are skeptical of your new idea, to play the role of ‘official

skeptic.’ Use their comments to improve your effort, even if you don’t

change their minds.

Corporate PoliticsInformally work on decision makers

and key influencers before an important vote, to make sure they fully understand the consequences

of the decision.

Whisper in the General’s Ear

Managers are sometimes hard to convince in a group setting, so set up a short one-on-one meeting to

address their concerns.

A closing thought …

The patterns in this language have been successfully used

in companies around the world to introduce new ideas.

Take the ones that can help you and make

great changes in the world!