What do you think?
Rate this book
Fearless Change : Patterns for Introducing New Ideas
This is the eBook version of the printed book. If the print book includes a CD-ROM, this content is not included within the eBook version.48 Patterns for Driving and Sustaining Change in Your Organization Change. It's brutally tough to initiate, even harder to sustain. It takes too long. People resist it.
But without it, organizations lose their competitive edge. Fortunately, you can succeed at making change. In Fearless Change, Mary Lynn Manns and Linda Rising illuminate 48 proven techniques, or patterns, for implementing change in organizations or teams of all sizes, and show you exactly how to use them successfully.
Find out how to
Understand the forces in your organization that drive and retard change Plant the seeds of change Drive participation and buy-in, from start to finish Choose an "official skeptic" to sharpen your thinking Make your changes appear less threatening Find the right timing and the best teaching moments Sustain your momentum Overcome adversity and celebrate successInspired by the "pattern languages" that are transforming fields from software to architecture, the authors illuminate patterns for every stage of the change process: knowledge, persuasion, decision, implementation, and confirmation. These flexible patterns draw on the experiences of hundreds of leaders. They offer powerful insight into change-agent behavior, organizational culture, and the roles of every participant.
Best of all, they're easy to use-and they work!
Paperback
First published September 4, 2004
72 people are currently reading
1928 people want to read
Ratings & Reviews
Friends & Following
Create a free account to discover what your friends think of this book!
Community Reviews
Displaying 1 - 26 of 26 reviews
May 29, 2015
One of the main job of a consultant is to drive change. From individuals to organizations, we're asked to make peoples' jobs different through helping them try new technologies, alter their processes, or adopt new habits. Ironically, people who hire us often don't want to change themselves. They want different outcomes without actually doing anything differently. What makes our job difficult is helping them despite themselves.
Enter Fearless Change: Patterns for Introducing New Ideas. This book takes (as the title might suggest) a patterns-based approach to introducing change at an organization. Part One starts out introducing the problem of change, then has a chapter describing what patterns are and how to use them. Next follow a few narrative chapters that illustrate how patterns can be used to effect change. Part Two has a few case studies where real-world changes are dissected and analyzed to show what patterns were (perhaps unconsciously) used. Part Three is the patterns library, including things such as "Ask for Help", "Brown Bag", "Champion Skeptic", "Plant the Seeds", and "Trial Run". Overall, there are 48 patterns, and each is described in detail, including a Summary, a Context, a Problem, Forces, the Resulting Context, and Known Uses (among other things).
Patterns are an approach that is familiar to technologists, and while most of the patterns in this book won't strike an experienced consultant as revolutionary, it is certainly handy to be able to think about them (and plan with them) as discrete, named entities. This book is recommended for anyone new to leading change efforts, as well as for more experienced change agents looking to become more deliberate about their efforts.
Enter Fearless Change: Patterns for Introducing New Ideas. This book takes (as the title might suggest) a patterns-based approach to introducing change at an organization. Part One starts out introducing the problem of change, then has a chapter describing what patterns are and how to use them. Next follow a few narrative chapters that illustrate how patterns can be used to effect change. Part Two has a few case studies where real-world changes are dissected and analyzed to show what patterns were (perhaps unconsciously) used. Part Three is the patterns library, including things such as "Ask for Help", "Brown Bag", "Champion Skeptic", "Plant the Seeds", and "Trial Run". Overall, there are 48 patterns, and each is described in detail, including a Summary, a Context, a Problem, Forces, the Resulting Context, and Known Uses (among other things).
Patterns are an approach that is familiar to technologists, and while most of the patterns in this book won't strike an experienced consultant as revolutionary, it is certainly handy to be able to think about them (and plan with them) as discrete, named entities. This book is recommended for anyone new to leading change efforts, as well as for more experienced change agents looking to become more deliberate about their efforts.
February 2, 2010
I heard the authors speak at an event and found them thoroughly engaging, which lead me to try to read Fearless Change, although I really can't find anything to recommend it.
The "patterns" are, with a few exceptions, beyond obvious. Here are a few sections that would lose nothing if you reduced them to the title alone: "Ask for help," "Brown Bag," "Do Food," "e-Forum," "Involve everyone," "Just do it."
In the "Do Food" pattern, you will learn the following: "Usually a meeting is just another ordinary, impersonal event." Fascinating, tell me more. "Mention the availability of food when you advertise the event." Right-oh. Anything else? "Chew the food thoroughly before swallowing, in order to prevent accidental choking death." Okay, I made that last one up, but you get the idea.
The organization is also strange. There's kind of a narrative progression of patterns up front, which is relentlessly cross-referenced with the full pattern sections. It's not clear to me if I'm supposed to be jumping back and forth between the patterns, or reading the narrative bit all at first, then onto the full patterns, and the authors don't answer that question. Fearless Change is really cross-referenced to death. Every pattern mentions 5 other patterns to use. "Hint: If you're out of food money, have a Brown Bag (113)." That's helpful, if you don't know what a brown bag is and need to look it up.
Last but not least, a lot of the writing tends toward pointy-haired boss speak. For instance, the authors incessantly refer to people in their examples as "change agents" instead of their actual roles.
You may get something out of this by borrowing someone else's copy and skimming lightly, as I wish I had done.
The "patterns" are, with a few exceptions, beyond obvious. Here are a few sections that would lose nothing if you reduced them to the title alone: "Ask for help," "Brown Bag," "Do Food," "e-Forum," "Involve everyone," "Just do it."
In the "Do Food" pattern, you will learn the following: "Usually a meeting is just another ordinary, impersonal event." Fascinating, tell me more. "Mention the availability of food when you advertise the event." Right-oh. Anything else? "Chew the food thoroughly before swallowing, in order to prevent accidental choking death." Okay, I made that last one up, but you get the idea.
The organization is also strange. There's kind of a narrative progression of patterns up front, which is relentlessly cross-referenced with the full pattern sections. It's not clear to me if I'm supposed to be jumping back and forth between the patterns, or reading the narrative bit all at first, then onto the full patterns, and the authors don't answer that question. Fearless Change is really cross-referenced to death. Every pattern mentions 5 other patterns to use. "Hint: If you're out of food money, have a Brown Bag (113)." That's helpful, if you don't know what a brown bag is and need to look it up.
Last but not least, a lot of the writing tends toward pointy-haired boss speak. For instance, the authors incessantly refer to people in their examples as "change agents" instead of their actual roles.
You may get something out of this by borrowing someone else's copy and skimming lightly, as I wish I had done.
July 24, 2022
Fearless Change contains an approach to change management by using a pattern language. That is, a collection of patterns that the authors identified as suitable for solving common problems when introducing new ideas in organizations.
The book is divided in three parts. The first one is called "Overview", and it is an introduction to patterns and how to approach change gradually by applying patterns. This part also explains how to introduce change, albeit in a slightly linear way. With every chapter, a set of patterns are introduced and a brief explanation on them is given. Part two is called "Experiences"; this is just a collection of successful case studies on how to introduce change with patterns. The last part is entitled "The patterns", where each pattern is described deeply by providing a context where they may help, the type of situation they are useful for, and the possible expected outcome from using the patterns.
Change management is a huge topic, and while some of the ideas and patterns are not new (as some patterns have been borrowed from other authors), the novelty of this book is not falling into the trap of selling a "method". But rather, giving you a collection of "recipes" that you can try to apply to your context.
Personally, I think this book could be a very good companion to any aspiring leader or manager who is new to this subject. As it is a very action oriented, pragmatic book.
The book is divided in three parts. The first one is called "Overview", and it is an introduction to patterns and how to approach change gradually by applying patterns. This part also explains how to introduce change, albeit in a slightly linear way. With every chapter, a set of patterns are introduced and a brief explanation on them is given. Part two is called "Experiences"; this is just a collection of successful case studies on how to introduce change with patterns. The last part is entitled "The patterns", where each pattern is described deeply by providing a context where they may help, the type of situation they are useful for, and the possible expected outcome from using the patterns.
Change management is a huge topic, and while some of the ideas and patterns are not new (as some patterns have been borrowed from other authors), the novelty of this book is not falling into the trap of selling a "method". But rather, giving you a collection of "recipes" that you can try to apply to your context.
Personally, I think this book could be a very good companion to any aspiring leader or manager who is new to this subject. As it is a very action oriented, pragmatic book.
February 10, 2012
This is a first non-software patterns book that I read and for that it has given me a very interesting insight into the world of patterns and their wider appeal. I like the patterns listed in the book as they form a useful language to use when discussing change, at times, they feel too generic to give specific solutions and that's OK. Some mini-cases and examples of use felt a little bit weak, more a narrative that for me didn't always add much value.
I will be going back to the book.
I will be going back to the book.
June 25, 2019
A lot of this is common sense. And the authors freely acknowledge that it will seem like common sense to some people. But seeing the patterns the authors put together, and put in context, was really enlightening.
October 31, 2025
I work in software research, so much of my professional life centers around introducing ideas into others' organizations. I am always trying to anticipate roadblocks that they might have. While my own work environment is relatively open to change and dialogue, not everyone has that kind of workplace. The authors share dozens of strategies to help regular individuals lead change in their organizations.
Two stipulations are clear for this book's audience: Their organization must be somewhat stagnant, and they don't posess a ton of power to act. The book shares strategies to act "from below" not "from above." When introducing a new idea seems impossible given a work culture, this book offers many strategies to move forward.
The main bulk of content focuses on what the authors call "patterns" that can act as tools to implement change. For example, identifying evangelists for the new idea is always helpful; celebrating small successes keeps discouragement at bay; whispering in the general's ear heads off alienating an important figure, one's boss. Dozens of these paradigms are shared and woven together in stories so that readers can see how they can dynamically work together.
If your organization is already dynamic and open to change, this book might have limited import for you. Similarly, if you're atop an organization's org-chart, you're likely not in the main audience for this book. But if you're a laborer like the rest of us who simply wants to bring about positive change, this book might just be for you.
Two stipulations are clear for this book's audience: Their organization must be somewhat stagnant, and they don't posess a ton of power to act. The book shares strategies to act "from below" not "from above." When introducing a new idea seems impossible given a work culture, this book offers many strategies to move forward.
The main bulk of content focuses on what the authors call "patterns" that can act as tools to implement change. For example, identifying evangelists for the new idea is always helpful; celebrating small successes keeps discouragement at bay; whispering in the general's ear heads off alienating an important figure, one's boss. Dozens of these paradigms are shared and woven together in stories so that readers can see how they can dynamically work together.
If your organization is already dynamic and open to change, this book might have limited import for you. Similarly, if you're atop an organization's org-chart, you're likely not in the main audience for this book. But if you're a laborer like the rest of us who simply wants to bring about positive change, this book might just be for you.
August 19, 2021
Evergreen patterns for helping to foster change in organisations
Patterns are by nature transportable between contexts. This makes this pattern language inherently useful and usable by internal and external change agents. A classic that I return to time and again.
Patterns are by nature transportable between contexts. This makes this pattern language inherently useful and usable by internal and external change agents. A classic that I return to time and again.
October 18, 2020
An excellent book to have an understanding of how to make change happen.
Most patterns in the book are very good and their explanations are well balanced and written.
Most patterns in the book are very good and their explanations are well balanced and written.
January 24, 2021
This book will change your mindset and you will begin to see the patterns everywhere.
Read
December 27, 2021Great book for teaching approaches to organizational change management.
October 31, 2022
It's alright. I don't feel like I learned that much from it. I might've over-hyped myself to expect a "silver bullet".
January 14, 2023
Skinny pickings. The Main content are patterns, but they are bloated and many , many duplicates.
September 13, 2023
101 on being a change agent. Good list of patterns, although somewhat not revolutionary (at least for 2023,when I read it).
January 18, 2019
This book has influenced me in my working life a lot. After I had read it, I often think of it as I frequently face situations that fit in one of the patterns described in the book. The book’s content may seem at a first glance to say only obvious things but it does not. I consider it to be very disruptive. The message is very clear: Most people (I would say 95-98%) show always resistance to changes. Even fear. Break through these fears is not only about facts and rational arguying in order to gain people for your cause. There are many other aspects that are closed related to how you bring up your ideas for a change (communication skills, emotional intelligence, cultural approaches, etc.). The book shows you patterns that the reader can apply to get one’s new ideas accepted by your organization. The structure of the book allows you to read the patterns in the order you like, jumping back and forth as you wish. In my opinion this book is a MUST read for all those who have new and disruptive ideas and want them to be accepted by their organization. Excellent book. I already have in the queue “More Fearless Change” to read, edited in 2015 as a follow-on. A good recommendation by my good friend Marc Abele during our time together in Arco.
July 18, 2010
I think this book is probably useful to keep in mind if you're trying to bring about organizational change.
I agree that it's not necessarily great to read through, and many of the patterns can seem obvious. But often, that's how patterns books can be. The best part comes later, when you're trying to do whatever the pattern book is about, and can come back to it as a reference for ideas.
Some like "Do Food" and "Brown Bag" might be obvious, but I can imagine scenarios where having this book around to reference some of the other patterns—e.g. Bridge-Builder, Champion Skeptic, Connector, Corridor Politics, Involve Everyone, or Whisper in the General's Ear—might be useful.
As a side-note, I read this concurrently with what's available of the beta book Driving Technical Change by Terrence Ryan. There are definitely some overlapping ideas. If you're specifically concerned about technical change—as I mostly am—you might find Ryan's book a better fit.
But I do think Fearless Change is worth looking at if you're interested in implementing grass-roots organizational change in general. Although I also agree with Kristjan's review that it could have mentioned that sometimes however well you weave together the patterns, the organization may just not be right for the change you're trying to introduce.
I agree that it's not necessarily great to read through, and many of the patterns can seem obvious. But often, that's how patterns books can be. The best part comes later, when you're trying to do whatever the pattern book is about, and can come back to it as a reference for ideas.
Some like "Do Food" and "Brown Bag" might be obvious, but I can imagine scenarios where having this book around to reference some of the other patterns—e.g. Bridge-Builder, Champion Skeptic, Connector, Corridor Politics, Involve Everyone, or Whisper in the General's Ear—might be useful.
As a side-note, I read this concurrently with what's available of the beta book Driving Technical Change by Terrence Ryan. There are definitely some overlapping ideas. If you're specifically concerned about technical change—as I mostly am—you might find Ryan's book a better fit.
But I do think Fearless Change is worth looking at if you're interested in implementing grass-roots organizational change in general. Although I also agree with Kristjan's review that it could have mentioned that sometimes however well you weave together the patterns, the organization may just not be right for the change you're trying to introduce.
December 27, 2009
Many of us have faced the challenges of introducing new ideas to an organization, leading many people to stop trying to do so. Instead of doing that, it might be worth reading Fearless Change.
Fearless Change gives the reader some great patterns for successfully introducing changes to organizations, and also tells the reader that some times they have to leave the actual job of doing so to others.
The only problem I had with the book, is that while it does go into how some people are not the right targets for introducing changes, it doesn't go into the simple fact that the same goes for some organizations. In my opinion, it's necessary to know when to attempt to change something, and when it's better to try to find a different place.
Fearless Change gives the reader some great patterns for successfully introducing changes to organizations, and also tells the reader that some times they have to leave the actual job of doing so to others.
The only problem I had with the book, is that while it does go into how some people are not the right targets for introducing changes, it doesn't go into the simple fact that the same goes for some organizations. In my opinion, it's necessary to know when to attempt to change something, and when it's better to try to find a different place.
August 23, 2016
The biggest curveball my career as a developer threw me - was that technical expertise would get you only so far - maybe the first 3-5 years of your career in most organizations
Thereafter it turns into a game of cajoling and coercing and influencing other people to get to your goal - the hardest is influencing people without authority. This book has a bag of tricks to help you in that area.
That said, it is extremely hard work and I can't say that I have been able to get many miles out of this one. Ideas are gold.. execution you are on your own
Thereafter it turns into a game of cajoling and coercing and influencing other people to get to your goal - the hardest is influencing people without authority. This book has a bag of tricks to help you in that area.
That said, it is extremely hard work and I can't say that I have been able to get many miles out of this one. Ideas are gold.. execution you are on your own
January 27, 2012
Fearless Change gives the reader advice on what to write and how to answer to some of the most common situations faced when trying to introduce change in organizations. It is useful for those whose work is to help organizations improve what they are doing while they think they are doing great. All of us know how change is difficult and how nobody wants to change. This book gives some recipes to face the challenge and lead to change in the organization.
March 11, 2017
Good as introduction for new change agents
For folks who are interested in driving change, or have been doing it without much mentorship, the patterns and examples presented here are a nice introduction to various tools. For those who are more experienced, there is some value in finding a common vocabulary around these techniques and it is a nice reminder of things that you may have internalized.
For folks who are interested in driving change, or have been doing it without much mentorship, the patterns and examples presented here are a nice introduction to various tools. For those who are more experienced, there is some value in finding a common vocabulary around these techniques and it is a nice reminder of things that you may have internalized.
February 25, 2017
As software engineer, how could you not love a patterns book. Unfortunately, this one seems to try too hard and mostly points out some obvious techniques. It's an OK read, but can't say it is too enlightening. And to not reference the GoF Design Patterns book in the references seems sacrilegious.
October 9, 2015
I kind of wish the book was either laid out like just a patterns book or just a story-based book instead of both in separate sections. That said, the patterns are useful and worth reviewing any time you want to affect change in an organization.
February 22, 2009
Elegant presentation and application of Pattern Language structure, i.e.: Christopher Alaxander
December 23, 2008
This is *my* book! :-)
Read
March 10, 2010Änderungen in Organisationen - Pattern zur Vorbereitung, Durchführung, Unterstützung, ...
Fokus ganz klar auf Soft-Skills.
Fokus ganz klar auf Soft-Skills.
July 4, 2010
smorgasbord of the pretty much unrelated pitches
Displaying 1 - 26 of 26 reviews