🌱 (seedling) | Literature note |

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


  • 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


  • 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


  • 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



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