Fearless Change Mary Lynn Manns Brown Bag UNC Asheville October 2009

Some Misconceptions that get change leaders into trouble 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. Change is an event. I can make this idea happen alone. Everyone handles change in the same way. If I have a good idea that adds value, it will be easy to convince others to accept it. Run away from the skeptics. Once I convince people, they will stay convinced. And why do I need this information?… I am in a position to impose the change.

What is a pattern? A pattern documents a successful strategy Each pattern has a name Context Common problem Forces Solution that has been shown, by practice, to solve the problem Consequences of the solution (positive & negative) Known uses A collection of patterns (for leading change) provides a vocabulary or language (for leaders of change) Fearless Change: Patterns for Introducing New Ideas, Mary Lynn Manns & Linda Rising, Addison-Wesley,

Common sense is so uncommon.

5 Small Successes CONTEXT: You are an [Evangelist] or [Dedicated Champion]. You have applied some of the patterns; some worked while others didn’t. PROBLEM : Every organizational change effort has its ups and downs. It’s a long, difficult process. FORCES SOLUTION : As you carry on [Step by Step], take the time to recognize and celebrate successes, even the small ones. CONSEQUENCES

6Piggyback CONTEXT PROBLEM: The novelty of your idea is causing people to be apprehensive and/or is overwhelming you. FORCES SOLUTION: Present your idea as an add-on to an accepted practice in your organization. CONSEQUENCES: Positive: Eases the red tape, concern, fear; shows that your idea is not a hair- brained scheme. Negative: People may think your idea isn’t anything special, which can limit the resources you need for continuing and building it. KNOWN USES

7 Time for Reflection CONTEXT PROBLEM : We make the same assumptions and the same mistakes based on those assumptions over and over again. FORCES SOLUTION : Pause in any activity to reflect on what is working well and what should be done differently. CONSEQUENCES KNOWN USES

8 Trial Run Summary: When the organization is not willing to commit to the new idea, suggest that they experiment with it for a period of time and study the results.

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

How can the Evangelist create change? Force them? Create fear? Provide a lot of facts? Is there another “F” word?…

Feelings… 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) People will forget what you said, forget what you did, but not forget how you made them feel. (Maya Angelou)

12 Elevator Pitch CONTEXT: You ’ re an [Evangelist] or [Dedicated Champion] working on your new idea. You are constantly encountering others who ask about your initiative. These people are busy and time is limited. You know a lot about your topic and could talk about it for days, but you have to transport the core ideas quickly. FORCES PROBLEM: At some point in your change initiative, someone will, by chance, appear on your radar screen. Since you are excited about your new idea, you don ’ t want to waste time stumbling around for the right words to make your case. SOLUTION: Craft a short speech that contains your key message. CONSEQUENCES KNOWN USES

13 In Your Space CONTEXT PROBLEM: People have a lot on their minds and will forget about your idea. FORCES SOLUTION: Keep the idea visible, in a variety of ways, wherever people are likely to see it and discuss it. CONSEQUENCES KNOWN USES: flyers, web sites, presentations…

Big Jolt Summary: To provide more visibility for the change effort, invite a high profile person into your organization to talk about the new idea. 14

Emotional Connection CONTEXT: You are an [Evangelist] or [Dedicated Champion] who has been studying and working with a new idea. You may be using [Test the Waters]. You may be trying it out in your own work [Just Do It]. As you learn more about the possibilities for your new idea, you are communicating this information in conversations [Personal Touch], in a [Brown Bag], or by posting [In Your Space]. PROBLEM: People are listening as you present information about your new idea, but are not getting involved or taking any action to show that they have accepted what you are saying. FORCES SOLUTION: Build an emotional connection to bridge the underlying concerns of your audience and your idea for change. CONSEQUENCES KNOWN USES 15

16 Personal Touch PROBLEM: Presentations and training will arouse curiosity and some interest in the new idea, but you must do more– the old habits of most individuals will not die without effort. FORCES SOLUTION: Talk with individuals about the ways in which the new idea can be personally useful and valuable to them. CONSEQUENCES

17 Wake-up Call CONTEXT: You are an [Evangelist] who sees a need for change, trying to spread the word about your idea. Some are listening. [Innovators] may be excited, but [Early Adopters] are simply responding with noncommittal, polite comments. Skeptics are becoming challenging because they don ’ t see the need for change. The critical mass does not see any reason for the organization to take action. PROBLEM : People in your organization are comfortable with the status quo. They don ’ t see the need to change the current state of things. As a result, your suggestions are falling on deaf ears. FORCES SOLUTION : Create a conscious need for change by calling attention to a problem in the organization and the resulting negative consequences. CONSEQUENCES KNOWN USES

18 Imagine That! PROBLEM: It is hard for people to understand how a new idea will fit into the work they will be doing in the future. They usually find it easier to remember the problems of the past and concentrate on the challenges facing them in the present. This inhibits their ability to understand how the new idea can impact the future. SOLUTION: Ask people to imagine the future. Begin with “What if…” Encourage them to fill their mental imagery with many different kinds of sensory detail. How will things look when the new idea is a reality? What kinds of things will we hear? What will it allow us to do? How will it make you feel? Tell the story. Replay the steps that got us to the problem [Wake-up Call]. How did the events unfold? Then, continue the story with how the new idea could address the problem. If you want to take it a step further, ask them to consider how they would feel: relief?.. satisfaction?… confidence? Imagine the negative side too—what can happen if we don’t do this new idea?

19 Fear Less CONTEXT PROBLEM : Any innovation is disruptive, so resistance is likely. FORCES SOLUTION : [Ask for Help] from resistors. What are the details in the solution? CONSEQUENCES Positive: You build a relationship with the skeptic. Others see that you are respectful. You learn more about the new idea. Negative: Resistors can overwhelm you or become rude and damage your cause. KNOWN USES

Some Other Ways to Persuade (other ways to create an emotional connection) Do Food Ask for Help Group Identity Just Say Thanks Town Meeting others?

You miss 100% of the shots you never take.