The Trajectory of Change
•
3 likes•1,175 views
Emotions are at the heart of change. Learning about the emotions you and your colleagues will feel as you lead change gives you tools to help facilitate change more effectively.
Recommended
More Related Content
Similar to The Trajectory of Change
Similar to The Trajectory of Change (20)
Recently uploaded
Recently uploaded (20)
The Trajectory of Change
- 1. The Trajectory of Change Raj Mudhar rajile.com / raj@ripnet.com 1Thursday, October 28, 2010
- 2. 2Thursday, October 28, 2010
- 3. 3 2Thursday, October 28, 2010
- 4. 3 Context 2Thursday, October 28, 2010
- 5. 3 Context Experiences with Change 2Thursday, October 28, 2010
- 6. 3 Context Experiences with Change Change Models 2Thursday, October 28, 2010
- 7. • Today - Agile Transformation Servant Leader • Before - R&D Operations Head for the Korean 3G-Wireless Market • Early on - Software developer • 15 years in international cross-company collaborationBioWeb: http://rajile.com E-mail: raj@ripnet.com / raj.mudhar@alcatel-lucent.com LinkedIn: http://ca.linkedin.com/in/rajmudhar Twitter: @rmudhar 3Thursday, October 28, 2010
- 8. • Company Profile: • Operating in130+ countries • Annual Revenues: €15.2 billion (2009) • Employees: 77,000+ • Employee Nationalities:100+ • R&D Profile: • Budget: €2.4 billion (2009) • Active Patents Held: 27,600 • Patents Awarded in 2009: 2,100 • Nobel Prizes Won: 7 • More than 500 experts in ~100 worldwide standards organizations. Alcatel-Lucent 4Thursday, October 28, 2010
- 9. We are the network behind your smartphone 5Thursday, October 28, 2010
- 10. 6Thursday, October 28, 2010
- 11. Wireless Telecom 6Thursday, October 28, 2010
- 12. Wireless Telecom Globally Distributed 6Thursday, October 28, 2010
- 13. Wireless Telecom Globally Distributed Regulated 6Thursday, October 28, 2010
- 14. Wireless Telecom Globally Distributed Complex Regulated 6Thursday, October 28, 2010
- 15. Wireless Telecom Globally Distributed Complex High Reliability Regulated 6Thursday, October 28, 2010
- 16. Wireless Telecom Globally Distributed Complex High Reliability Regulated Non-Uniform 6Thursday, October 28, 2010
- 17. The Agile Journey 7Thursday, October 28, 2010
- 18. Korean Taxi Telecom on steroids 8Thursday, October 28, 2010
- 19. We became iterative in a Waterfall World... and it was painful 9Thursday, October 28, 2010
- 20. Global Market We became iterative in a Waterfall World... and it was painful 9Thursday, October 28, 2010
- 21. Global Market We became iterative in a Waterfall World... and it was painful R1 R2 R3 9Thursday, October 28, 2010
- 22. Global Market Korean Market We became iterative in a Waterfall World... and it was painful R1 R2 R3 9Thursday, October 28, 2010
- 23. Global Market Korean Market We became iterative in a Waterfall World... and it was painful R1 R2 R3 R1 R2 R3 9Thursday, October 28, 2010
- 24. 10Thursday, October 28, 2010
- 25. Responsive 10Thursday, October 28, 2010
- 30. The Struggle to Change 11Thursday, October 28, 2010
- 31. The Experience of One Team 12Thursday, October 28, 2010
- 32. From Waterfall to Scrum 13Thursday, October 28, 2010
- 33. “There’s NO WAY this will work!” From Waterfall to Scrum 13Thursday, October 28, 2010
- 34. “There’s NO WAY this will work!” “Our first Sprintwas an unmitigateddisaster!” From Waterfall to Scrum 13Thursday, October 28, 2010
- 35. “There’s NO WAY this will work!” “Our first Sprintwas an unmitigateddisaster!” “We like it but this is HARD.” From Waterfall to Scrum 13Thursday, October 28, 2010
- 36. “There’s NO WAY this will work!” “Our first Sprintwas an unmitigateddisaster!” “We like it but this is HARD.” “Wow, less waste,faster cycle time,more productive andbetter quality!” From Waterfall to Scrum 13Thursday, October 28, 2010
- 37. Resistance 14Thursday, October 28, 2010
- 38. Denial 15Thursday, October 28, 2010
- 39. 16Thursday, October 28, 2010
- 40. “We are too distributed.” “Our productsare toocomplex.” “This will never work here.” “Our situation is different.” 16Thursday, October 28, 2010
- 41. “We are too distributed.” “Our productsare toocomplex.” “This will never work here.” “We’re already Agile!” “Our situation is different.” 16Thursday, October 28, 2010
- 42. Anger 17Thursday, October 28, 2010
- 43. 18Thursday, October 28, 2010
- 44. “I want nothing to do with this!” “Stop dreaming, we live in the real world.” “Teams can’tmanagethemselves!” “This won’twork here!” 18Thursday, October 28, 2010
- 45. “I want nothing to do with this!” “...” “Stop dreaming, we live in the real world.” “Teams can’tmanagethemselves!” “This won’twork here!” 18Thursday, October 28, 2010
- 46. Bargaining ? ! 19Thursday, October 28, 2010
- 47. 20Thursday, October 28, 2010
- 48. “I’ll just Scrum in my component team.” “We’ll justScrum onwaterfall phases.” “How about a daily stand-up twice a week?” “Scrum is just for coding, so we (non- coders) don’t need it.” “Let’s rename Project managers to ScrumMasters.” 20Thursday, October 28, 2010
- 49. “I’ll just Scrum in my component team.” “We’ll justScrum onwaterfall phases.” “How about a daily stand-up twice a week?” “Scrum is just for coding, so we (non- coders) don’t need it.” “Agile is just an R&D thing...” “Let’s rename Project managers to ScrumMasters.” 20Thursday, October 28, 2010
- 50. Depression 21Thursday, October 28, 2010
- 51. 22Thursday, October 28, 2010
- 52. “I’m exhausted from trying.” “I just want to give up.” “I miss the oldway.” “This is too hard!” “It’s too much too fast.” 22Thursday, October 28, 2010
- 53. Acceptance 23Thursday, October 28, 2010
- 54. 24Thursday, October 28, 2010
- 55. “Why isn’t everyone doing this?” “I’m havingfun.” “I feel focused.” “I’m a believer!” 24Thursday, October 28, 2010
- 56. “Why isn’t everyone doing this?” “I’m havingfun.” “I feel focused.” “Let me tell youabout Agile...” “I’m a believer!” 24Thursday, October 28, 2010
- 57. As you journey through the trajectory of change... 25Thursday, October 28, 2010
- 58. Agile Island 26Thursday, October 28, 2010
- 59. 27Thursday, October 28, 2010
- 60. Emotional Blindness 28Thursday, October 28, 2010
- 61. Change Models 29Thursday, October 28, 2010
- 62. Kubler-Ross Model Stability Immobilization / Shock Denial Anger Bargaining Depression Testing Acceptance Time EmotionalResponse Active Passive 30Thursday, October 28, 2010
- 63. Performance / Action Old Status Quo Resistance Chaos Integration New Status Quo Satir Change Model Attribution: http://stevenmsmith.com/ar-satir-change-model/ 31Thursday, October 28, 2010
- 64. Performance / Action Old Status Quo Resistance Chaos Integration New Status Quo Satir Change Model Attribution: http://stevenmsmith.com/ar-satir-change-model/ Encourage teams to search for solutions and ideas from outside. 31Thursday, October 28, 2010
- 65. Performance / Action Old Status Quo Resistance Chaos Integration New Status Quo Satir Change Model Attribution: http://stevenmsmith.com/ar-satir-change-model/ Encourage teams to search for solutions and ideas from outside. Help people open up, become aware, and deal with denial, blame, and depression. 31Thursday, October 28, 2010
- 66. Performance / Action Old Status Quo Resistance Chaos Integration New Status Quo Satir Change Model Attribution: http://stevenmsmith.com/ar-satir-change-model/ Encourage teams to search for solutions and ideas from outside. Help people open up, become aware, and deal with denial, blame, and depression. Encourage creation of support systems that allow people to feel safe. Avoid attempts to short circuit this stage with silver-bullet solutions. 31Thursday, October 28, 2010
- 67. Performance / Action Old Status Quo Resistance Chaos Integration New Status Quo Satir Change Model Attribution: http://stevenmsmith.com/ar-satir-change-model/ Encourage teams to search for solutions and ideas from outside. Help people open up, become aware, and deal with denial, blame, and depression. Encourage creation of support systems that allow people to feel safe. Avoid attempts to short circuit this stage with silver-bullet solutions. Offer reassurance and help find new methods for coping with difficulties. 31Thursday, October 28, 2010
- 68. Performance / Action Old Status Quo Resistance Chaos Integration New Status Quo Satir Change Model Attribution: http://stevenmsmith.com/ar-satir-change-model/ Encourage teams to search for solutions and ideas from outside. Help people open up, become aware, and deal with denial, blame, and depression. Encourage creation of support systems that allow people to feel safe. Avoid attempts to short circuit this stage with silver-bullet solutions. Offer reassurance and help find new methods for coping with difficulties. Help people feel safe & champion success. 31Thursday, October 28, 2010
- 69. Old Status Quo Chaos Integration New Status Quo Time Time Transforming Idea Foreign Element Foreign Element Foreign Element Foreign Element Foreign Element Lack of transforming idea Old Status Quo Chaos Integration New Status Quo Transforming IdeaForeign Element Foreign Element Satir Change Model Attribution: http://www.coyotevalley.com/scm.html 32Thursday, October 28, 2010
- 70. Weak Emotion Strong Emotion Low Focus High Focus Dreaming Torpor Engagement Sausage making 33Thursday, October 28, 2010
- 71. Action = f(focus, emotion) 34Thursday, October 28, 2010
- 72. 35Thursday, October 28, 2010
- 73. Change... 35Thursday, October 28, 2010
- 78. Reflections 36Thursday, October 28, 2010
- 79. Get a Mentor...Be a Mentor 37Thursday, October 28, 2010
- 80. 38Thursday, October 28, 2010
- 81. Q & A 38Thursday, October 28, 2010