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Understanding How People Change: A Diversity Issue. Living In / Living With Diversity 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

Understanding How People Change: A Diversity Issue

Living In / Living With Diversity

Mary Lynn Manns

Department of Management & Accountancy

common misconceptions of change leaders
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”
    • This makes it difficult to address individual concerns
  • Just the facts, ma’am
  • The facts provide only knowledge

knowledge – persuasion – decision – implementation – confirmation

leading change it s about relationships
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)
innovativeness of the individual
Innovativeness of the individual
  • The degree to which an individual is relatively earlier in adopting a new idea than other members of a social system
  • Partitioned into 5 adopter categories by laying off standard deviations from the average time of adoption
  • A continuous variable
    • A simplification that aids in the understanding of human behavior
    • However, we lose information as a result of grouping individuals

(Rogers)

slide5

Guru on Your Side

Champion Skeptic

Early Majority

Bridge-Builder

Early Adopter

Connector

Local Sponsor

Innovator

innovator
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”
early adopter
Early Adopter
  • This is interesting, but I want to hear more.
  • Known for successful, discrete use of new ideas, so this person is…
  • … respected and makes a good…
  • … opinion leader
early majority
Early Majority
  • What do other people think?
  • Are risk-adverse and want to know the experiences of others
  • Provide a link to interpersonal networks
bridge builder
Bridge-Builder
  • Pair those who have accepted the idea with those who have not
  • Homophily: similar beliefs, personality, lifestyle
  • Spreads message among similar people (horizontally)
  • “Strong ties”(Granovetter, 1973)
connector
Connector
  • Communicates with many different types of people
  • Heterophily allows an idea to spread vertically
  • “Weak ties”(Granovetter, 1973)
guru on your side
Guru on Your Side
  • Has the ear of managers and non-managers alike
  • May be “delicate” to convince
  • Can make or break your efforts
local sponsor
Local Sponsor
  • Can provide support and resources
  • Use
    • [Whisper in the General’s Ear]
    • [Guru Review]
    • [Tailor Made]
champion skeptic
Champion Skeptic
  • Rather than fearing or avoiding the skeptics, respect what they have to say
  • Consider giving them an official role in the change initiative
a variety of people in your change initiative
A variety of peoplein your change initiative

[Innovator]

[Early Adopter]

[Early Majority]

[Bridge-Builder]

[Connector]

[Guru on Your Side]

[Evangelist]

[Local Sponsor]

[Champion Skeptic]

Manns & Rising (2005) Fearless Change: Patterns for Introducing New Ideas

summary
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.