1. Understanding How People Change: A Diversity Issue Mary Lynn Manns Department of Management & Accountancy

2. Common misconceptions of change leaders Policies will address most of our issues –Laws & rewards treat symptoms, not the underlying causes –What is needed?... a fundamental change in thinking and behaving We can persuade people with well-prepared presentations and “elevator speeches” –relate to the concerns of the individuals Just the facts, ma’am The facts provide only knowledge knowledge – persuasion – decision – implementation – confirmation

3. Leading change… it’s about relationships Change happens one individual at a time. Relate to what’s going on in the other person’s head, not in yours. (R.N. Bolles, What Color is Your Parachute?) 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)

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

5. Innovator New stuff is cool! Venturesomeness is almost an obsession Can cope with a high degree of uncertainty A (temporary) gatekeeper for the change Not a good “opinion leader”

6. Early Adopter This is interesting, but I want to hear more. Known for successful, discrete use of new ideas Respected Good opinion leader

7. Early Majority What do other people think? Are risk-adverse and want to know the experiences of others Provide a link to interpersonal networks

8. Bridge-Builder Pair those who have accepted the idea with those who have not Homophily : similar beliefs, personality, lifestyle Spreads message among similar people

9. Connector Communicates with many different types of people Heterophily allows an idea to spread vertically “Weak ties” (Granovetter, 1973)

10. Guru on Your Side Has the ear of managers and non-managers alike May be “delicate” to convince Can make or break your efforts

11. Local Sponsor Can provide support and resources Use –[Whisper in the General’s Ear] –[Guru Review] –[Tailor Made]

12. Champion Skeptic Rather than fearing or avoiding the skeptics, respect what they have to say [Fear Less] Consider giving them an official role in the change initiative

13. Summary… People are diverse even when adopting change If we learn about this diversity, we can: –persuade each person in the most effective way [PersonalTouch] –involve each person in the change initiative [Involve Everyone] –develop a [Group Identity] If you and I were exactly the same, one of us would not be necessary.