1. Leading Fearless Change Patterns for Introducing New Ideas
Mary Lynn Manns, Ph.D.
University of North Carolina at Asheville
April 2007

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)

3. 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.

4. Imposing the change: some issues to consider
Compliance versus Commitment
Short term “speed” versus long term satisfaction with the change
“Powerless leader”
The goal of Fearless Change:
People become so involved and interested
in the change process
that they want to change.

5. The Context You belong to an organization
You have an idea that you would like to bring into the organization
This is an idea that stirs something in you. You have passion for it.
You are a “powerless leader”

6. Patterns A name is given to: a recurring problem its context
a known solution
the positive and negative consequence of using that solution
The names allow us to converse about problems and solutions.

7. Categories of the Patterns
Roles
Getting things going
Events
Influence strategies
Handling resistance
Keeping things going
etc. etc. etc.

8. Myth #1: I need a specific plan for leading the change.
However….
… Change happens one individual at a time.
… Change is not an event. It is a process.
… Can you predict how individuals will react during this process?
… How does a “powerless leader” begin the process of change?

9. 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

10. Get Started Learn about the new idea Study Group Just Do It
Gain visibility
Hometown Story
Token
Do Food
In Your Space

11. Myth #2: If I just explain the value in the new idea, people will understand and accept it.
However….
… Are people reasonable and logical decision-makers?
… Behavior change happens mostly by speaking to a person's feelings. (J.P. Kotter, The Heart of Change)
… Relate to what’s going on in the other person’s head, not in yours. (R.N. Bolles, What Color is Your Parachute?)

12. 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)

13. Tailor your message Personal Touch Innovator Early Adopter
Early Majority
Whisper in the General’s Ear

14. Myth #3: I can lead this change alone
Myth #3: I can lead this change alone. (After all, reaching out is a sign of weakness.)
However….
… You don’t have an unlimited supply of time and energy.
… The change could become all about you.
… 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)

15. Get Connected Ask for Help Group Identity Just Say Thanks Innovators
Early Adopters
Bridge Builder
Connectors
Guru on Your Side
Group Identity
Just Say Thanks

16. Myth #4: Cynics and Skeptics are negative people so I should avoid them.
However….
… Will they be happy if you avoid them?
… Should we spend our limited time trying to convince them?
… Can they teach us something we don’t know?

17. Respect the Resistance and make use of it
Fear Less
Champion Skeptic
Corridor Politics
Trial Run

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 changes into their organizations

19. Go out and lead great changes in the world
Go out and lead great changes in the world! For more information: