Four posts on change

Adopting agile processes (or any new process, procedure, skill, or routine) requires that people change.

With many changes in organizations, some one “up there” decides that a change is necessary, and works out a plan for the “change targets” to get with the program.

This is the “hole in the ceiling” method of change: senior managers drop the change down on the heads of the worker bees.

Another favorite change method is to announce that “We’ll be doing (fill in the blank) now” and expect that magically people will start doing (fill in the blank) with no explanation, training, support, or coaching.

Well, there’s a little more to it than that.

Christian Sepulveda’s July post talks about emotional resistance to change. What is put in place by emotion will not be removed by logic. You need to meet people where they live.

Dale Emery reframes resistance as a response that give information about why people are reacting the way they are to a proposed change.

Steve Smith tells us about the Satir Change Model, which explains the predictable stages that people and organizations go through when faces with a change.

Linda Rising and Mary Lynn Manns offer proven patterns for supporting change in organizations.