Leaders Go First: Changing Organisational Culture by Tackling the Frozen Middle
Culture, management problems and experience are amongst the most common reasons why agile initiatives fail. So how do you get managers to lead a change where they fear the erosion of their legitimate positions of power and control?
Come and hear a practical application of cultural and behavioural change frameworks to middle managers in a large, hierarchical organisation attempting to take its first real steps toward business agility. We'll define culture, examine psychological safety from a leader's perspective, the tools and practices that helped thaw inaction, and those used to reinforce agile behaviours and its mindset.
Outline/structure of the Session
- Psychological safety and leadership
- Tools to help understand and describe the culture you're working with
- The role of behavioural change in understanding reinforcing agile behaviours
- Putting the frameworks together in action - what it takes to make leaders go first
How to use a variety of tools to help with agile adoption and create a sustainable agile behaviours and mindsets, including:
- Recognising problems with psychological safety in managers and teams
- How to use Hofstede's Cultural Dimensions in conjunction with Laloux's Cultural Model
- Using the Transtheoretical Model of Behavioural Change to promote new agile behaviours
Executives about to embark on an agile journey. Managers and leaders of business change. Agile coaches and Scrum Masters working with managers.
Some knowledge of business and behavioural change would be of advantage, but not a pre-requisitive.
schedule Submitted 1 year ago
People who liked this proposal, also liked:
Matthew Hodgson - Psychological Safety: Patterns from child psychology to build and strengthen safety in teamsMatthew HodgsonCIO. Partner, Enterprise Agility and Digital TransformationZen Ex Machina
schedule 1 year agoSold Out!
Are you a safe pair of hands? How do you know?? People need to feel secure to explore on their own terms, learn, make mistakes and grow, and so do agile teams. But when the security to learn and fail-fast vanishes, when teams fear failure and punishment, a risk-averse culture can grow -- a culture that can destroy agile initiatives and kills continuous improvement behaviours.
Come and learn about the Circle of Security framework – a psychological research-based approach to creating psychological safety – and an example of its use to deal with agile team dysfunction, strengthen trust and help build a learning culture in teams.