1. Leading Fearless Change Mary Lynn Manns, Ph.D. University of North Carolina at Asheville manns@unca.edu www.cs.unca.edu/~manns Leadership Asheville December 2008

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

4. 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)

5. 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.

6. 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?

7. 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.

8. Warm up…. Why do people resist change?

9. The goal…. People become so involved and interested in the change process that they want to change.

10. Two things to remember… #1 Change is a process, not an event knowledge – persuasion – decision – implementation – confirmation (E.M.Rogers) #2 Change is motivated by: –a tension between current state and desired state –a belief in the ability to change

11. True or False?… 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” move through the process of change?

12. 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]

13. Two things to remember… #1 Change is a process, not an event knowledge – persuasion – decision – implementation – confirmation (Rogers) #2 Change is motivated by: –a tension between current state and desired state –a belief in the ability to change

14. How can you create tension and a belief in the ability to change… Force them? Provide a lot of facts? Create fear? Is there another “F” word?

15. Feelings… Our emotions drive our decisions and then we justify with logic and reason. Behavior change happens mostly by speaking to a people’s feelings. (John Kotter)

16. Recall the decision process… knowledge – persuasion – decision – implementation – confirmation The mental activity at… … knowledge is cognitive (knowing) … persuasion is affective (feeling)

17. Knowledge: present the relevant facts Goal: Audience will believe you and be willing to be persuaded Stress a simple, concrete message [Just Enough] –What is the core? Make it relevant [Tailor Made] –Consider the value drivers of the group Be credible –[Hometown Story], [External Validation], [Big Jolt]

18. Knowledge: continued Capture attention –Include something unexpected –[Big Jolt] Show a relative advantage Concentrate on the possibilities –Small problems [Step by Step]; propose a strategy Keep it visible and frequent [In Your Space] Make it memorable [Next Steps] People will forget what you said, forget what you did, but not forget how you made them feel. (Maya Angelou)

19. Persuasion: transform information into action Goal: Audience will form the intended opinion and be willing to act on it Ask yourself: What will cause my audience to feel something? [Emotional Connection] Set the stage - relationships Match problem to individual concerns [Personal Touch] [Ask for Help]

20. Connector Early Majority Innovator Local Sponsor Bridge-Builder Guru on Your Side Champion Skeptic Early Adopter

21. Persuasion: continued Create a sense of ownership and hope –[Involve Everyone], [Group Identity], [Study Group] [Just Say Thanks] Address the fear of the skeptics [Fear Less] Tell meaningful stories –Talk about people instead of statistics Get personal [Do Food] and [Token]

22. Persuasion: continued Stir up anger about the problem Create fun Allow people to feel smarter Show that you understand their loss Leave them with a sense of urgency

23. General Lessons… Facts, Fear, Force do not sustain action: –Facts are the first step – provide awareness –Fear can be rationalized & dismissed –Force treats symptoms but does not fundamentally change behavior Persuasion calls for an appeal to emotion rather than to logic –Cause your audience to feel something

24. 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

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

26. Go out and lead great changes in the world! www.cs.unca.edu/~manns/intropatterns.html