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Understanding How People Change: A Diversity Issue

Understanding How People Change: A Diversity Issue. Mary Lynn Manns Department of Management & Accountancy. Common misconceptions of change leaders. Policies will address most of our issues Laws & rewards treat symptoms, not the underlying causes

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Understanding How People Change: A Diversity Issue

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

  2. Common misconceptions ofchange 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. Guru on Your Side Champion Skeptic Early Majority Bridge-Builder Early Adopter Connector Local Sponsor Innovator

  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.

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