This document discusses how to change organizational mindsets and coach others through change. It notes that people often resist change because things are not broken, they like the status quo, or don't see value in new practices. Coaches can help by building trust through listening, teaching new skills, mentoring, facilitating discussions, and asking powerful questions rather than directing. Coaches should understand others' perspectives, acknowledge past successes, and align their needs and goals with the individual and organization to effectively guide change. Transforming an organization is a long process that requires enrolling thought leaders and allowing time for change to take hold across the entire context.
2. Allison Pollard
⢠Agile coach and
consultant
⢠Firm believer in
continuous
improvement
⢠DFW Scrum user group
leader and Dallas Agile
Leadership Network
member
⢠Glasses wearer
3. Ronnie Cooke
⢠Agile Coach, Scrum
Master, and Consultant
⢠Proud father
⢠Missionary
⢠Family Social Media
private investigator,
prosecutor, and judge
4. Todayâs Agenda
⢠About Change
â Why people resist change
â The change process
â Approaching resistance
â Finding congruence
⢠Being a Coach for Change
â Building trust by listening
â Training
â Mentoring
â Facilitating
â Coaching
⢠Wrap Up and Takeaways
6. Change!
⢠Move at least 2 tables away
⢠Look to your left and right. You cannot sit
next to those people
Was that fun?
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7. What are some things that make
people resistant to change?
⢠Nothing is broken
⢠Status/earned respect
with current
⢠Donât know how to do
the new behavior or
practice
⢠Like working the current
way/enjoyment
⢠Sense of control with old
⢠Perceived value of new
behavior or practice is
low
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8. People are willing to cross the Edge
only if they see whatâs in it for them
The Edge
The Edge is the line between the known and the unknownâit is
at the limit of what we know about ourselves.
10. Othersâ resistance might put you at the
Edge as a Coach
Directing wonât lead to real changes--recognize if youâre feeling
stuck in certain behavior patterns
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11. Can you see the personâs potential to
change?
Start with who is closest to the Edge & willing to work with you
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12. Can you acknowledge the past?
⢠Honor what they love
about the past
⢠Build trust by listening
(not by convincing)
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13. Can you align Self, Other, and Context
for Congruence?
⢠Self: your own needs and
capabilities
⢠Other: the needs and
capabilities of other people
⢠Context: the reality of the
context (the larger external
world of things, structures,
processes, laws, and
cultures) in which you are
operating
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14. BEING A COACH FOR CHANGE
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15. Building Trust by Listening
⢠Inquiry: asking
questions
⢠Acknowledgement:
proving that you
understand the other
person
⢠Advocacy: sharing your
own perspective
Image credit: NLShop/Shutterstock
18. Teaching
⢠Short trumps long
⢠Interactive appeals to
emotions, which is the
most effective way to
capture attention and
memory
⢠Groups learn faster than
individuals
⢠Reinforce core values and
principles through games
and simulations
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19. Mentoring
⢠Describe who I am
more than why Iâm
awesome
⢠Share my struggles and
successes
⢠Mentoring brings your
own capabilities into
playâtell stories, give
advice, suggest
resources
Image credit: NLShop/Shutterstock
20. Facilitating
Way to engage people in co-creating their own environments to
set up the conditions for positive change from the start.
Image credit: NLShop/Shutterstock
21. Coaching
⢠Coach the person, not
the problem. If you
coach the person,
theyâll solve their own
problem
⢠Ask powerful questions
⢠Fully listening
⢠Self-management
Image credit: NLShop/Shutterstock
22. Coachâs ability to move and grow will
help others to do the same
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24. What do YOU want?
⢠To be right or to win?
⢠To convince or to
connect?
⢠As a coach, you cannot
want change for them
and then expect it to
happenâthey have to
want it for themselves.
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26. Elevating Your Skills
⢠Step back and assess
where you are and how
itâs going
⢠Are you willing to
stretch yourself for
change to happen?
⢠Try using different skills
in your approach
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27. Transforming the Organization
⢠Consider the broader
organizational context and
determine your best actions to
positively affect it.
⢠Identify thought leaders and
enroll them in the change. Once a
majority is enrolled, most of the
rest will fall in.
⢠The process will require time and
continued support to effect the
change. Not everyone will agree
with the change.
Image credit: NLShop/Shutterstock
where you work
your history
why this topic
...is a Principal Consultant for Improving Enterprises and has worked with Agile teams as a project manager, as a Scrum Master, and in coaching roles. A firm advocate of continuous improvement and the power of teams to affect change, she believes the world needs more strong teams in order to be Agile and meet the demands of today; her goal is to help others create them, shape them, and support them. Allison also volunteers locally as one of the organizers of the DFW Scrum user group and serves on the Dallas Agile Leadership Network board.
Ronnie Cooke is an Agile Coach and Scrum Master who shines in changing organizations from within by coaching teams to improve. Ronnie rose through the developer ranks into Project Management at Financial Software development companies. Fast forward 10 years, Ronnie happily made the decision to transform from a Project Manager to a Scrum Master role where the passion, drive, and excitement of delivering working software takes him back to his development roots. Ronnie is a Senior Consultant with Improving Enterprises in Dallas.
Nick Jule is an Agile Coach and Scrum Master who shines in changing organizations from within by coaching teams to improve. Nick rose through the developer ranks at a start up company where he first experienced Extreme Programming and Scrum. Fast forward 15 years in technology industry, Nick made the decision to transform from a Project Manager to a Scrum Master role where the passion and excitement of delivering working software takes him back to his development roots at a startup. Nick is a Senior Consultant with Improving Enterprises in Dallas.
Duration: 5 to 15 minutes (depending on debrief)
Number of participants: unlimited
Materials required: none
Description/Process: This is another quick and easy game. Participants are asked to change where they are sitting so they can experience the emotions and feelings often associated with change. After the class gets situated and comfortable, the facilitator should ask participants to change seats.
Discussion Questions
How did it feel to be asked to change seats?
Did you view changing seats as an opportunity to sit with someone new or as an uncomfortable or undesirable change?
What are some things that make people resistant to change?
Facilitator Notes
Encourage participants to consider and share their own personal emotions related to making changes. This is what makes the exercise powerful. Another twist to this game might be asking participants to change seats frequently, which also can help them enhance their personal ability to deal with change.
Any time you try a new behavior or consider a new idea or adopt a different perspective, you are crossing an Edge.
Leadership and self-deceptionď being in box leads to blaming, others in box
If not, donât coach them
Start with who is closest to the edge and willing to work with you
http://www.ayeconference.com/beyondblaming/
Things might be happening below the surface that youâre not aware of
Learning to pivot as a coach
Hearing from every person
Encouraging collaboration
Allowing group to be responsible for results
Way to allow organization to shape itself--engage people in co-creating their own environments to set up the conditions for positive change from the start.
It is a great way to get ownership and people tend to be more ok with things when they have been included in the decision making process.
Ground Conditions for Successful Change
New information must enter the system (who, what, where, when?)There is a sense of shared purpose about the change.Everyone has the opportunity to give input about how the change will occur. Everyone understands how input will be used and final decisions are made.