Dyaneshwaran Periyasamy - Driving Change -- during difficult times!
What is the background situation/context for your probe?
In my professional experience, I have noticed organizations trying to push a change from top and fail miserably! One of the key reasons in my opinion, is poor communication of the 'purpose/vision' for the change and what benefits it will bring to the organization. Unless everyone has some inputs for their 'What's in it for me?' question, they won't on-board the journey of change. It will be hard to communicate a difficult decision/change, but it will help the organization to retain their employees' trust and brand value.
What is (or has been) your hypothesis?
My hypothesis is, if an organization values it's relationship with its employees they can execute even a difficult change (eg: headcount reduction) very smoothly. For sure there will be difficult emotions, but if the employees are compensated fairly and supported to find their alternate source of earnings, the brand value of the organization can be retained. Also the employees who are leaving now can re-join in future! Else if not done with empathy, it can have a very nasty ripple effect for the brand value in the industry.
What is the experiment you would like to run (or you have run) and how can this experiment validate or invalidate your hypothesis?
Experiment which I would like to run:
Round 1: Communicate a difficult change (that can be done with in the room) to only a few members in the group and ask them to make the change in the room with out announcing it to everyone.
Round 2: Communicate a difficult change (that can be done with in the room) to only a few members in the group and ask them to make the change in the room. This time they can announce the change to everyone.
Measure the time taken in both the rounds.
At the end of both rounds gather feedback from the group about their experience in both the rounds. Also gather feedback from the selected people who were tasked with making the change happen.
Is there a specific skill/technique you would like to learn/explore at this coach camp?
How to EMPATHIZE with your employees is the concept which I would like to explore during the coach camp. I have applied Design Thinking techniques in my career and would like to bring my experience to the table.
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.
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.)