Calm down, it’s just a transformation
I’m sure we’ve all read recently of more and more organisations choosing to ‘go’ agile through ‘shock and awe’; aiming to complete the transition to “better ways of working” in a matter of weeks. In some instances, we’ve even seen the organisation issue new employment contracts and give staff 48 hours to accept them or leave. I’m not kidding. All in the name of ‘agile’. What happened to “individuals and interactions” being the most important value? It makes me want to weep; but instead I’d rather do something about it.
What if there were other ways to introduce such changes to large organisations? What if there didn’t need to be a large formal change management plan? What if it didn’t need to be force-fed at speed? What if we could help those affected by the change co-design the change? What if we could embrace uncertainty and try small incremental changes, gain feedback and insights? You know, what if we could apply lean and agile value and principles to the way we shift to more lean and agile ways of working? It seems kind of obvious, but it’s not that common.
My name is David Morris, and I am a lean change facilitator. Join me as I share my journey from seeing the darkness in my consultancy ways and the dawning realisation that following a plan-driven approach to implementing feedback-driven practices was just plain bonkers. Together we will try out some techniques for applying lean, agile, and systems thinking to large-scale change. You should all come away with some actions you can try out straight away.
Outline/Structure of the Workshop
- Why I care: a short story of some of the horrors witnessed (and committed) in the name of helping clients become more agile.
- Who else cares: a brief touch on research into this space (the good, bad, and ugly).
- Exercise: Experience compass. Aim, to build a few teams with a range of experience in lean/agile/systems thinking and in change management.
- Exercise: What's your problem? In each team, silently write out a sticky-note for the challenge you'd like to overcome. Take turns pitching to your team members. Then dot vote on the issue that looks like it will be most productive to work on.
- What we can do about it: an overview of some change approaches and introduction to the lean change cycle and it’s agnostic use of techniques.
- Exercise: What can we do? In each team, silently write some ideas (one per sticky note) for what you each think could be done (the wilder the better). Collaborate on mapping out these options (effort vs value). Then select the option that looks like it will yield benefits in a reasonable time-frame.
- A brief overview of the types of change (activities, experiments, and culture hacks). An introduction to minimum viable change and safe-to-fail experiments.
- Exercise: Trying out an option. In each team, co-create a hypothesis statement (defines what you are seeking to change, why, what the outcome should be, and how you will measure it). Using some reference frameworks, consider what might be impacted by the change, and silently write how you could take small steps to address each of those. Rank these in order of dependencies, importance, and urgency. Agree which you would start first.
Each of these three segments will be approximately 25 minutes (including the explanation and exercises). This should leave sufficient time for wrapping up and Q&A.
- Understanding of the lean change cycle
- Practical experience with some techniques
- An agreed action to try out straight away
Anyone affected by change, whether leading, influencing, or at the mercy of.
Prerequisites for Attendees
It will help things along if you take a moment to think about what change challenge you have before you right now. It could be large or small, but the more current the better.
schedule Submitted 5 years ago
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