1 / 17

Leading Fearless Change in Organizations

Leading Fearless Change in Organizations. Dr. Mary Lynn Manns University of North Carolina at Asheville manns@unca.edu www.cs.unca.edu/~manns. The Project. Begun around 1998, Manns & Rising Patterns A pattern is a recurring, successful technique Each pattern has a name

geri
Télécharger la présentation

Leading Fearless Change in Organizations

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Leading Fearless ChangeinOrganizations Dr. Mary Lynn Manns University of North Carolina at Asheville manns@unca.edu www.cs.unca.edu/~manns

  2. The Project • Begun around 1998, Manns & Rising • Patterns • A pattern is a recurring, successful technique • Each pattern has a name • Acquired from people worldwide • Change theories based on: Rogers, E.M. (1995). Diffusion of Innovations. New York: The Free Press. • “Fear Less” (Addison Wesley Publishing Co.)

  3. The Patterns www.cs.unca.edu/~manns/intropatterns.html Roles Getting off the ground Events Handling resistance Keeping things going etc. etc. etc.

  4. True or False:It is best for the boss to introduce changes into the organization.

  5. Other Leaders • Evangelist • Dedicated Champion • Local Sponsor • Corporate Angel • Respected Guru • Connectors • Early Adopters • etc. etc. etc.

  6. True or False:If you’re smart (you are!) and you know what to do (you do!), then you don’t need a lot of help from other people to introducethe new idea.

  7. Why shouldn’t you do it alone? • Ask for Help • Involve Everyone • Group Identity • Shoulder to Cry On • Guru Review • etc. etc. etc.

  8. True or False:If we can help people understand the value in the new idea, they will accept it.

  9. Different people accept new ideas at different rates Do you know these people? • This is new so it is cool. • This is an interesting idea, but I want to hear more before making a decision. • I want to see what other people think about the new idea before I make a decision. • I’ll accept the new idea when I have to. • It’s always been done this way … why do we have to introduce anything new?

  10. Different people accept new ideas at different rates • The Innovator (2.5%) • The Early Adopter (13.5%) • The Early Majority (34%) • The Late Majority (34%) • The Laggard (16%) So what?

  11. How do you handle andmake use of different people? • Innovator • Early Adopter • Early Majority

  12. True or False:The best way to deal with people who are against the new idea is to try to keep them out of the way.

  13. Dealing with the skeptics • Fear Less • Bridge Builder • Champion Skeptic • Corridor Politics • Whisper in the General’s Ear • Trial Run • etc. etc. etc.

  14. True or False:When you wish to introduce a new idea into your organization, you need a specific plan for how you are going to do it.

  15. No master plan …What do you do instead? • Test the Waters • Step by Step • Time for Reflection • Small Successes • Sustained Momentum • etc. etc. etc.

  16. Some Other Patterns • Events: Brown Bag, Study Group, Hometown Story, Big Jolt, etc. • Tailor Made • Piggyback • Personal Touch • etc. etc. etc.

  17. Go out andlead great changesin the world!

More Related