What is the background situation/context for your probe?

There are almost 40 million Google search results about the phrase “why does Agile fail?”  There is a wide variety of perspectives about what the causes are. Some of the cases cited in various articles include:

  • Agile is pushed from the top-down and the people don’t understand why
  • The organization adopts “agile-in-name-only” which means they use agile terms to describe their existing processes
  • Failure to change the mindset and/or culture
  • Failure to adopt technical practices

There’s no shortage of theories about the importance of organizational alignment. Here is a process that we can use in creating alignment.

Lean Change Canvas combines Lean Stack thinking with Kotter's 8 Leading Steps for Change. It's a tool to realize organizational change fast and effectively by continuously proving small, minimum viable change increments with measurable experiments.

What is (or has been) your hypothesis?

Think Visually When Building an Agile Enterprise Change Plan. 

A picture is definitely worth 1000 words when trying to articulate the true north for an organization undergoing massive change. 

 

What is the experiment you would like to run (or you have run) and how can this experiment validate or invalidate your hypothesis?

The Lean Change Canvas relates the typical canvas elements to organizational change context; maps each canvas element to one of Kotter's leading steps identifies risk classes and proposes a certain work order for the quadrants.

In Lean product development, we regularly inspect and adapt by

  1. building prototypes ("hypothesis").
  2. testing them on the intended focus group ("measurement" = "inspect").
  3. improving your product/hypothesis ("adapt")

The "Lean Change Iteration Meta Pattern" reflects Kotter's 8 steps of leading change. This pattern must be an integral part of every minimal viable change, we plan to deliver.

It´s important to select and develop your own change process that best suits to your organization. There are 4 main components to developing your own change management process:

1.Developing your Strategic Lean Change Canvas
2.Aligning your organization
3.Developing your Change Agent Network
4.Executing the Lean Change Management Cycle

Is there a specific skill/technique you would like to learn/explore at this coach camp?

How to use Visual Metaphors more effectively

Call for Papers CLOSED
Ended on Jan 25 '20 05:29 AM IST

Interested in attending the Agile Coach Camp on Oct 11th in Bengaluru? Read on...

It's been 12 Years and almost 110 viral Agile Coach Camps since our very first coach camp experiment. This year, Coach Camp co-creator Naresh Jain along with Jutta Eckstein and John Buck will lead participants in this Coach Camp in Bangalore, organized as part of the Agile India 2020 Conference.

Coach Camp Theme

As a coach, you're often the one who needs to drive and sustain change. Yet, how do you do this? What has helped and hindered you doing so and how can you best pass your experience on to other coaches or how can you best learn from other coaches?

This is the theme for this year's coach camp. To tackle this challenge, we invite you to try something new:

  • Currently, we face the following situation: Constantly driving change is getting more and more important for companies to survive in this VUCA world. At the same time, it is (or should be) the core skill of every coach – no matter if you coach individuals, teams, or organisations. However, sometimes it seems every coach has to come up with her own experience on how to drive change successfully.
  • Our hypothesis is that for driving change, every coach uses so-called probes, that are defined by small, safe-to-fail experiments based on hypotheses derived from reflection on the current situation as well as on theory. So, probing allows discovering (based on the hypothesis) what's working and what is not through one or several experiments. This allows to make sense of both the current situation but even more important of the situation we are aiming for. And if we create a knowledge base of our collective wisdom on probes we used (or intend to use) we can learn from each other.
  • Therefore, as an experiment we want to invite this year's coach camp participants to jointly discover, share, create, improve, and finally publish probes that help(ed) driving and sustaining change. As in a typical coach camp, we will use the Open Space format to explore different topics for driving change and we invite you to use probes to focus the discussions on these different topics. We anticipate as a result that the discovered and created probes will provide a foundation for such a knowledge base.

Registering for the Coach Camp

The coach camp is free of charge (financially) yet, for registration we ask you for the following:

  • Please click on the Add Paper button and submit your position paper. In your position paper, you will be asked to share an idea for a probe, consisting of a background situation (context), a hypothesis, and an experiment. This can be a probe you've implemented before, one you've discovered/heard of others implementing it, or you intend to implement. The probe should focus on the coach camp's theme: Driving Change.
  • The discussed probes provide a basis for a free and publicly accessible knowledge base.

Final Note

Please note, we want to invite you to use probes for the discussion and recording of the Open Space sessions. This is by no means an enforcement. We are well aware that there might be situations where probes are not the right means for discussing or/and recording a particular topic - and that is of course fine. After all, using probes for this coach camp is a probe in itself (and we are open to possibly invalidate our hypothesis.)