Uploaded byAllison Pollard
Changing organizational mindset
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.
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Changing organizational mindset
- 1. Changing Organizational Mindset Image credit:NLShop/Shutterstock
- 2. Allison Pollard • Agilecoach and consultant • Firm believer in continuous improvement • DFW Scrum user group leader and Dallas Agile Leadership Network member • Glasses wearer
- 3. Ronnie Cooke • AgileCoach, Scrum Master, and Consultant • Proud father • Missionary • Family Social Media private investigator, prosecutor, and judge
- 4. Today’s Agenda • AboutChange – 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. ABOUT CHANGE Image credit:NLShop/Shutterstock
- 6. Change! • Move atleast 2 tables away • Look to your left and right. You cannot sit next to those people Was that fun? Image credit: NLShop/Shutterstock
- 7. What are somethings 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. People are willingto 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. Organizations can crossEdges too Organizational Edge D B E F C A
- 10. Others’ resistance mightput 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. Can you seethe person’s potential to change? Start with who is closest to the Edge & willing to work with you Image credit: NLShop/Shutterstock
- 12. Can you acknowledgethe past? • Honor what they love about the past • Build trust by listening (not by convincing) Image credit: NLShop/Shutterstock
- 13. Can you alignSelf, 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. BEING A COACHFOR CHANGE Image credit: NLShop/Shutterstock
- 15. Building Trust byListening • Inquiry: asking questions • Acknowledgement: proving that you understand the other person • Advocacy: sharing your own perspective Image credit: NLShop/Shutterstock
- 16. Activity Listener Coach Speaker • Listener: Selecttopic. Can only use inquiry and acknowledgement. • Speaker: Antagonizes Listener. Can only use advocacy. • Coach: Keeps the Listener on track.
- 17. A Coach’s Palette TeachingMentoring Facilitating Coaching
- 18. Teaching • Short trumpslong • 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. Mentoring • Describe whoI 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. Facilitating Way to engagepeople in co-creating their own environments to set up the conditions for positive change from the start. Image credit: NLShop/Shutterstock
- 21. Coaching • Coach theperson, 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. Coach’s ability tomove and grow will help others to do the same Image credit: NLShop/Shutterstock
- 23. WRAP-UP & TAKEAWAYS Imagecredit: NLShop/Shutterstock
- 24. What do YOUwant? • 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. 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. 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. 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.
Editor's Notes
- #5 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.
- #6 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.
- #7 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.
- #10 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.
- #12 Any time you try a new behavior or consider a new idea or adopt a different perspective, you are crossing an Edge.
- #14 Leadership and self-deception being in box leads to blaming, others in box
- #15 If not, don’t coach them Start with who is closest to the edge and willing to work with you
- #17 http://www.ayeconference.com/beyondblaming/ Things might be happening below the surface that you’re not aware of
- #21 Learning to pivot as a coach
- #24 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.