Week 1 - Overview on Change

• need to thrive in an environment of rapid and continuous change

Change and it is purpose

• change is the process of becoming different
  • forces us to evolve
  • keeps live interesting and challenges us
  • creates a massive opportunity to have a clearer vision, become stronger, reinvent, grow and thrive

Change intensity levels

• Minor - do not require change in behavior or process
  • get an office chair
• Moderate - within one group and requires some change in behavior
  • e.g. introducing a new sports routine
• Significant
  • highly complex, cross functional, needs a change in several behaviors and/or have a steep learning curve - e.g. an organizational change
  • significant time investment
• Extreme
  • e.g. covide
  • novel in nature, poorly understood
  • sudden and broad
  • fear and speed
  • highly uncertain

    Change and drivers

• driven by availability of information and speed with which we can share that information

Difference between transformation and change

• change has clear boundaries
  • is forced among us
  • simple
• transformation has no clear boundaries
  • cuts across different departments
  • involves complex changes that includes individuals and different speed of adoption
  • higher risk and uncertainty
  • more difficult to manage
  • needs experimentation
  • takes longer than change
  • is done by attention from us
  • requires commitment
  • is intentional
  • requires action and active participation
  • consists of a portfolio of initiatives or actions
  • deep and radical

    Agile Transformation

• why: to thrive in an environment with high change saturation
• flexible mindset and welcome and embrace change
• process of becoming mentally and emotionally resistent when dealing with change

Change Management Theories

• Theories - diffusion of innovation and theory of transition
• explain how we respond to change and how we behave

Diffusion of innovation

• E.M Rogers - Diffusion of Innovation
• Innovators 3%
• Early adopters 14%
• Early majority 34%
• Late majority 34%
• Laggards 16%

By Rogers Everett - Based on Rogers, E. (1962) Diffusion of innovations. Free Press, London, NY, USA., Public Domain, https://commons.wikimedia.org/w/index.php?curid=18525407

Theory of transition

Transition - any event that changes an individuals assumption, roles, relations

Valley of dispair - the emotional impact change has on us Could be used the access a groups current emotional status when running through a change

• has an emotional impact on us

Week 2 - Agile Leadership

traditional leader

• fixed mindset, manages ins a linear, rigid way within a command and control framework
• relying on top-down approach
• little room for creativity and innovation
• risk averse
• uncomfortable with change
• see themselves as an expert
• close to other’s input
• relies on individuals
• direct others
• predictable

  Agile Leader

• with a growth mindset, empowers teams and organizations to observe, experiment and innovate within a servant leader framework
• seek out development
• high believe that organizational change is a positive thing
• flexibility
• mentor and analyze
• servant leadership relies on inquiry
• ability to tolerate risk
• comfortable with change
• adaptable in problem solving approach
• mentoring
• values teams vs. individuals
• listening and asking questions

Attributes Mindset and Behaviors

• traditional is not sufficient to thrive in current fast changing environments

Agile Personal Assessment

[[AgilePersonalAssessment.pdf]]

• I feel anxious, worried or overwhelmed in my life. 0
• I feel like my environment is stressful. 0
• I’m fearful of what the future holds. 0
• I reflect on my fears or worries. 2
• I feel comfortable with change. 2
• I go out of my way to seek change. 2
• I prioritize my personal needs over others’ demands. 1
• I feel confident in my skills and abilities to adapt to the future. 2
• I enjoy changing priorities and projects. 1
• Reflect on the last 12 months of your life. On a scale of 1 (Not at All!) to 10 (I Can Handle Anything!), how comfortable are you with changes in life and work? 2

Week 3 - Agile and Teams

Traditional team

• A traditional team is a team of  individuals assigned to a project to deliver a specific prescribed outcome appropriate to the individual’s level of expertise.
• rigid, well documented process
• change averse
• prio policies and procedures over team or customer
• unmotivated
• siloes
• function on learned helplessness
• interact on a minimal basis
• work at an unregulated pace

Mission as a agile leaders to harness motivation and creativity of the individuals on your team.

Agile Team

• The Agile team is a self-organizing team of motivated individuals who are focused on delivering the most value to its customers in the shortest time possible.
• Agile Manifesto reference

Agile Leader for an Agile Team

• team as a reflection of your leadership

Team agility baseline assessment

[[TeamAgilityAssessment.pdf]]

• Team embraces change easily 1
• Team continuously reflects on its performance and takes action to improve 1
• Team members are comfortable bringing up difficult topics and challenges 1
• Team works at a sustainable pace 1
• Team has a well-defined process for resolving conflicts 1
• Team members subscribe to at least three of the following values: Courage, Respect, Commitment, Openness, and Focus 1
• Team welcomes last-minute changes 1
• Members of the team work through constant changes together 1
• Members of the team understand their roles and responsibilities 1
• Team members feel supported and empowered to do their best work 1

Week 4 - Agile and Organizations

Traditional organization

• stable an rigid structures, rules, policies, procedures
• top down management and siloed departments
• unhappy and slowing down results
• stables and fixed
• top down hierarchy
• siloes
• bureaucracy
• individuals seen as a commodity

Agile Organization

• These are organizations that are variable, dynamic, they have flexible structure, and they’re nimble in their response to change
• answer to
  • accelerated pace of change
  • advances in tech
  • competition for the best talent

[[AgileOrganisationAssessment.pdf]]

• Organization is open to new ideas and innovation 1
• Employees in the organization know why changes happen 1
• Leadership has high change quotient (CQ) 1
• Leadership across the organization supports, mentors and empowers employees to do their best work 1
• Organization supports employees through change 1
• New projects and initiatives get approval fast 1
• Organization is prepared to respond to environmental changes quickly 1
• Change management team participates in large complex initiatives 1
• Employees are officially recognized as the greatest organizational resource 1
• Agile and Continuous improvement principles and philosophy are practiced throughout the organization 1

Certificate

Linking

• ➡ Neuroscience of Change
• 🔼 MOC Agile Leadership Course

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