Fearless Change Patterns for Introducing New Ideas

by Manns, Mary Lynn, Ph.D.; Rising, Linda, Ph.D.

• ISBN13: 9780201741575
• ISBN10: 0201741571
• Edition: 1st
• Format: Hardcover
• Copyright: 2004-10-04
• Publisher: Addison-Wesley Professional

Summary

bull; Individuals and organizations fear change; this book helps you overcome that fear and make it work for you! bull; Helps you assess your organization's culture and accurately predict the level and speed of change that will be most effective bull; Teaching points are supported by illustrative case studies

Author Biography

Mary Lynn Manns, Ph.D., is a professor in the Department of Management and Accountancy at the University of North Carolina, Asheville Linda Rising, Ph.D., an independent consultant, she helped lead the introduction of patterns into AG Communication Systems in Phoenix, Arizona. Linda has worked in the telecommunications, avionics, and strategic weapons industries, and has extensive training and university teaching experience. She holds a Ph.D. from Arizona State University

Table of Contents

Foreword	xi
Preface	xv
Acknowledgments	xix
PART ONE Overview
ONE Organizations and Change	3	(10)
The Change Agent	6	(1)
The Culture	7	(1)
The People	8	(5)
TWO Strategies or Patterns	13	(10)
Pattern Formats	14	(3)
Using Patterns	17	(6)
THREE Where Do I Start?	23	(8)
Evangelism Is Critical for Success	25	(1)
A Small Package of Patterns	25	(6)
FOUR What Do I Do Next?	31	(8)
Target Groups to Ask for Help	34	(2)
It's Important to Say "Thanks"	36	(3)
FIVE Meetings and More	39	(6)
Let's Meet!	40	(2)
Using Information That's Out There	42	(1)
Stay Connected	43	(2)
SIX Take Action!	45	(6)
Other Ways to Learn	47	(4)
SEVEN It's All About People	51	(6)
What's in It for the Organization?	53	(1)
You Have Feelings, Too!	54	(3)
EIGHT A New Role: Now You're Dedicated!	57	(6)
You Have Convinced Them!-You Are a Dedicated Champion	59	(4)
NINE Convince the Masses	63	(6)
Enlist Gurus and Famous People	65	(4)
TEN More Influence Strategies	69	(6)
Keep Things Visible	71	(1)
It's Just a Token	72	(1)
Location Also Counts	72	(1)
Things Are Humming	73	(2)
ELEVEN Keep It Going	75	(4)
Be Proactive!	77	(2)
TWELVE Dealing with Resistance	79	(8)
Build Bridges	81	(1)
A Champion Skeptic	82	(1)
It's All About Politics	82
PART TWO Experiences
Multiple Sclerosis Society Experience Report	87	(6)
UNCA Experience Report	93	(5)
Sun Core J2EE Patterns Experience Report	98	(3)
Customer Training Experience Report	101	(3)
PART THREE The Patterns
Ask for Help	104	(3)
Big Jolt	107	(3)
Bridge-Builder	110	(3)
Brown Bag	113	(3)
Champion Skeptic	116	(3)
Connector	119	(4)
Corporate Angel	123	(3)
Corridor Politics	126	(3)
Dedicated Champion	129	(3)
Do Food	132	(3)
e-Forum	135	(3)
Early Adopter	138	(3)
Early Majority	141	(3)
Evangelist	144	(4)
External Validation	148	(3)
Fear Less	151	(4)
Group Identity	155	(3)
Guru on Your Side	158	(3)
Guru Review	161	(3)
Hometown Story	164	(3)
In Your Space	167	(3)
Innovator	170	(3)
Involve Everyone	173	(4)
Just Do It	177	(3)
Just Enough	180	(3)
Just Say Thanks	183	(3)
Local Sponsor	186	(3)
Location, Location, Location	189	(3)
Mentor	192	(3)
Next Steps	195	(3)
Personal Touch	198	(3)
Piggyback	201	(3)
Plant the Seeds	204	(3)
The Right Time	207	(3)
Royal Audience	210	(3)
Shoulder to Cry On	213	(3)
Small Successes	216	(3)
Smell of Success	219	(2)
Stay in Touch	221	(3)
Step by Step	224	(4)
Study Group	228	(3)
Sustained Momentum	231	(3)
Tailor Made	234	(3)
Test the Waters	237	(3)
Time for Reflection	240	(3)
Token	243	(2)
Trial Run	245	(3)
Whisper in the General's Ear	248	(4)
External Pattern References	252	(3)
Appendix	255	(6)
References	261	(6)
Index	267

Excerpts

...there is nothing more difficult to carry out, nor more doubtful of success, nor more dangerous to handle, than to initiate a new order of things. For the reformer has enemies in all those who profit by the old order, and only lukewarm defenders in all those who would profit by the new order, this lukewarmness arising partly from fear of their adversaries...and partly from the incredulity of mankind, who do not truly believe in anything new until they have had actual experience of it. NICCOLO MACHIAVELLI , the prince You miss one hundred percent of the shots you never take. WAYNE GRETZKY , hall of fame hockey player Since you picked up this book, we assume that you've tried to introduce something new into your organization. Maybe you were successful or maybe you were not completely happy with the result. Change is hard. Wouldn't it be wonderful if all the people who have had some success in their attempts to introduce a new idea could sit down with you and share their secrets? This book will provide the next best thing. We've gathered strategies from those successful people so you can take advantage of their experiences. We've been working on introducing new ideas into the workplace for some time. Mary Lynn Manns is a professor at the University of North Carolina at Asheville whose recent doctoral work concerned this topic. Linda Rising is an independent consultant who has experience introducing new ideas both in academia and industry. Together with all the others who have shared their experiences with us, we have many years of documented successes. Each technique or strategy we have collected is written as a patterna form of knowledge management for capturing a recurring, successful practice. The patterns in this book are the result of years of documenting our observations, hearing from people who have introduced new ideas, reading a variety of views on the topics of change and influence, studying how change agents throughout history have tackled the problems they faced, and sharing our work for comments and feedback. This book does not simply reflect our ideas, but includes those of many different people in many different organizations throughout the world. Expert change leaders are likely to say "I do that!" when they read many of these techniques. We will take this comment as a tribute to our work because our goal was to identify tried and true practices, not just a collection of good ideas that may or may not work. History of These Patterns The idea of documenting patterns for successful solutions to recurring problems was introduced by a building architect named Christopher Alexander. Even though we are not architects, a number of us in the software development community have adopted Alexander's approach as a way to capture known solutions for software architecture, software design, testing, customer interaction, and other aspects of software development. The introduction of new ideas is, of course, not limited to the software area, but it's where we both began to see a new source for important and useful patterns. In 1996, Linda was working with a colleague, David DeLano, to introduce patterns into their organization. They were having considerable success, so they began documenting their practices as a collection of patterns. They realized that one instance of a successful solution to a problem is the beginning but not enough to define a pattern. The next step was to validate their experiences with those of change agents in other organizations. They led a workshop at the Object-Oriented Programming, Systems, Languages, and Applications (OOPSLA) conference in 1996 on Introducing Patterns into the Workplace. Workshop participants improved the collection by adding their experiences or Known Uses and by writing new patterns. The resulting collection was shepherded and workshopped at the Pattern Langu