Many organizational changes founder and plod toward uncertain and disappointing results. Why? Because most most change processes assume a simple step-wise approach to a complex issue. Complex change requires leadership that connects, recognizes that emotional responses matter, and change can't be driven, only supported.
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3. Simple and Linear
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designing environments for agile success
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4. Change is a matter of moving from one point to another.
Both points are knowable and known.
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designing environments for agile success
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6. Both points are knowable and known.
If you know enough about point A, you can apply the correct force to move to point B.
Put the change in motion, and it will follow a predictable path.
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designing environments for agile success
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7. Complex and Unfolding
The end point isn’t clear from where you stand now…and isn’t /the end/.
Many paths are possible.
Some paths only appear after earlier changes take hold.
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designing environments for agile success
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8. Most changes in
organizations are
Complex.
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9. …but prescriptive change
processes treat them as if
they are Simple or Dynamic.
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10. Performance
Prescriptive processes ignore
emotional and performance effects.
New !
Status Quo
Current !
Status Quo
Practice and!
Integration
Chaos
Time
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14. Connect with yourself
• How do you feel about the change?
• How do you feel about the people you’ll be
working with?
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15. Connect with the other people involved in
the change.
• Do they want this change?
• What will they gain?
• What will they lose?
• What are 5 valid reasons people might not
want this change?
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designing environments for agile success
+1 612.239.1214 esther@estherderby.com www.estherderby.com twitter: @estherderby (c) 2014 esther derby
16. Connect with the context of the change.
• What is the reason for the change?
• What is the desired outcome?
• What are three other ways to achieve that
outcome?
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designing environments for agile success
+1 612.239.1214 esther@estherderby.com www.estherderby.com twitter: @estherderby (c) 2014 esther derby
18. Honor...
• What is valuable about the past.
• What is valuable about the current state.
• What is working well.
• What you want to retain.
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20. Assess...
• What you can build on.
• Who is interested in working with you.
• What is possible from where you stand
now.
• What constraints and differences might
catalyze change?
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designing environments for agile success
+1 612.239.1214 esther@estherderby.com www.estherderby.com twitter: @estherderby (c) 2014 esther derby
24. Guide and support change and people
• Understand what needs to be managed
closely, and what needs to be managed
loosely.
• Catalyze.
• Track and fan.
• Offer support.
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designing environments for agile success
+1 612.239.1214 esther@estherderby.com www.estherderby.com twitter: @estherderby (c) 2014 esther derby
26. Evaluate
• What have you learned?
• What needs adjustment?
• Are you saving what you wanted to save?
• Are you seeing the results you wanted to see?
• What do you need to change about the way
you are changing?
Esther Derby
designing environments for agile success
+1 612.239.1214 esther@estherderby.com www.estherderby.com twitter: @estherderby (c) 2014 esther derby
27. In his article, Slow Ideas, Atul Gawande tells the
story of how new methods for maternal & infant
care took hold in a busy hospital.
At the end of his article, Dr. Gawande interviews
one of the nurses, asking her about why she
listened to the younger, less experienced nurse
sent to teach the new methods.
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28. “Why did you listen to her?” I asked. “She had only a
fraction of your experience.”
!
In the beginning, she didn’t, the nurse admitted.
!
“The first day she came, I felt the workload on my
head was increasing.” From the second time, however,
the nurse began feeling better about the visits. She
even began looking forward to them.
!
“Why?” I asked.
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designing environments for agile success
From Slow Ideas by Atul Gawande
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29. “She was nice.”
!
“She smiled a lot.”
!
“It wasn’t like talking to someone who was trying
to find mistakes,” she said.
!
“It was like talking to a friend.”
!
!
!
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designing environments for agile success
From Slow Ideas by Atul Gawande
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30. People don’t resist change.
They resist coercion.
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+1 612.239.1214 esther@estherderby.com www.estherderby.com twitter: @estherderby (c) 2014 esther derby