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.
Dale Emery reframes resistance as a response that give information about why people are reacting the way they are to a proposed change.
Linda Rising and Mary Lynn Manns offer proven patterns for supporting change in organizations.