Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Changing organizational mindset


Published on

When adopting new frameworks and practices that challenge old habits or beliefs, individuals often get stuck.  And when individuals are stuck, it can lead to entire teams or organizations getting stuck.  How do you move beyond what’s worked in the past?  Can you reinvigorate people to combat complacency and apathy?  What does it mean to change the mindset of an entire organization?  In this session, we’ll talk about what we’ve done as Scrum Masters and Agile Coaches to change hearts and minds to embrace change and continuous improvement.  Find out how we’ve helped people get un-stuck and fostered an agile organizational mindset at the individual, team, and organization levels through training, mentoring, and coaching.

Published in: Leadership & Management
  • Be the first to comment

Changing organizational mindset

  1. 1. Changing Organizational Mindset Image credit: NLShop/Shutterstock
  2. 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. 3. Ronnie Cooke • Agile Coach, Scrum Master, and Consultant • Proud father • Missionary • Family Social Media private investigator, prosecutor, and judge
  4. 4. Today’s Agenda • About Change – Why people resist change – The change process – Approaching resistance – Finding congruence • Being a Coach for Change – Building trust by listening – Training – Mentoring – Facilitating – Coaching • Wrap Up and Takeaways
  5. 5. ABOUT CHANGE Image credit: NLShop/Shutterstock
  6. 6. Change! • Move at least 2 tables away • Look to your left and right. You cannot sit next to those people Was that fun? Image credit: NLShop/Shutterstock
  7. 7. What are some things that make people resistant to change? • Nothing is broken • Status/earned respect with current • Don’t 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 Image credit: NLShop/Shutterstock
  8. 8. People are willing to cross the Edge only if they see what’s in it for them The Edge The Edge is the line between the known and the unknown—it is at the limit of what we know about ourselves.
  9. 9. Organizations can cross Edges too Organizational Edge D B E F C A
  10. 10. Others’ resistance might put you at the Edge as a Coach Directing won’t lead to real changes--recognize if you’re feeling stuck in certain behavior patterns Image credit: NLShop/Shutterstock
  11. 11. Can you see the person’s potential to change? Start with who is closest to the Edge & willing to work with you Image credit: NLShop/Shutterstock
  12. 12. Can you acknowledge the past? • Honor what they love about the past • Build trust by listening (not by convincing) Image credit: NLShop/Shutterstock
  13. 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 Image credit: NLShop/Shutterstock
  14. 14. BEING A COACH FOR CHANGE Image credit: NLShop/Shutterstock
  15. 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
  16. 16. Activity Listener Coach Speaker • Listener: Select topic. Can only use inquiry and acknowledgement. • Speaker: Antagonizes Listener. Can only use advocacy. • Coach: Keeps the Listener on track.
  17. 17. A Coach’s Palette Teaching Mentoring Facilitating Coaching
  18. 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 Image credit: NLShop/Shutterstock
  19. 19. Mentoring • Describe who I am more than why I’m awesome • Share my struggles and successes • Mentoring brings your own capabilities into play—tell stories, give advice, suggest resources Image credit: NLShop/Shutterstock
  20. 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. 21. Coaching • Coach the person, not the problem. If you coach the person, they’ll solve their own problem • Ask powerful questions • Fully listening • Self-management Image credit: NLShop/Shutterstock
  22. 22. Coach’s ability to move and grow will help others to do the same Image credit: NLShop/Shutterstock
  23. 23. WRAP-UP & TAKEAWAYS Image credit: NLShop/Shutterstock
  24. 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 happen—they have to want it for themselves. Image credit: NLShop/Shutterstock
  25. 25. Congruence Image credit: NLShop/Shutterstock • Honor the past and seek to understand their needs • How can you align your needs, others’ needs, and the context to effect change?
  26. 26. Elevating Your Skills • Step back and assess where you are and how it’s going • Are you willing to stretch yourself for change to happen? • Try using different skills in your approach Image credit: NLShop/Shutterstock
  27. 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
  28. 28. Contact Allison Pollard @allison_pollard Ronnie Cooke ronnie.cooke@improving. com