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Try as you may, change cannot be controlled.
involving those affected by the change in the design of the change. That involvement will validate that it is the change that is most likely to work, and it will likely reduce the symptom of change resistance.
The annual Version One State of Agile Development survey cites that change resistance is one cause for Agile failure. There are many studies from the change management world that reach similar conclusions. This study from Onirik 2 cites two reasons why change initiatives fail. The first is the unpredictable nature of those pesky humans, and the second is the lack of a structured change process.
While there are many practices for generating Insights, I’ll focus on the ones I’ve found the most valuable: Information Radiators Lean Coffee Culture Hacking Retrospectives Force Field Analysis
Top-down change without honest feedback from those affected by the change simply will not work.
In Lean Change Management, urgency emerges by involving the people affected by the change in the design of the change. It starts with open and honest dialogue.
Jerry Weinberg: If you only have one option, you have no options. If you have two options, you have a dilemma. When you have three options, only then do you truly have Options.
Be careful about how you measure progress because it’ll influence behavior.
The people doing the work are best able to define measurements at a tactical level. In order to define measurements that matter, management sets the context and strategic objective, and staff comes up with how they will measure themselves.
Change is just as much an art as it is a science, but it seemed to me that too many people were focused on tools and methods. They weren’t thinking of the art that’s needed as well.
Creating alignment with lighter-weight planning tools is the key for convincing stakeholders that a plan is in place. The difference is that the plan is created through organizational feedback, as well as the observations and expertise of the change team.
Visualizing the change through canvases and big information radiators are much more effective than traditional communication plans and software-based tools
