This document discusses resolving resistance to change when coaching agile teams. It outlines that coaching supports teams rather than directing them. Coaches can expect resistance to change as teams move through the stages of change. Coaches should demonstrate alternative approaches, identify concerns blocking change, and encourage teams to experiment with solutions. Coaches build trust over time by being credible, reliable, and patient as change takes time to implement.

1. Resolving Resistance
to Change
Rachel Davies
A bit about me
• Software developer
• Agile since 2000
• CSM in 2003
• Author of “Agile Coaching”
• Conference organizer
Agile Coaches Gathering,
XP2011, etc
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2. Agile Coach
helps teams grow strong in Agile practice
A coach supports team
rather than setting direction
Agile Coach
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3. Coaching is about Change
To improve we must change!
Change Across
Teams
Individuals Organization
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4. Expect Resistance to Change
Satir Change Curve
Why do people resist Change?
This team is using old tools
How can you influence them to change?
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5. No time to improve!
Demonstrate Another Way?
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6. Author: J. Richard Hackman
Many books about
Coaching are about
coaching individuals.
Hackman’s book covers
coaching teams.
Hackman Explains
Three kinds of coaching intervention:
• Motivational - improves effort by minimizing
free riding and building shared commitment
• Consultative - improves process by reducing
thoughtless habits and fostering invention based
on situation
• Educational - improves knowledge and skill
You can combine these!
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7. Consider Resistance as a
Resource
Article: Dale Emery
http://dhemery.com/articles/resistance_as_a_resource/
Dig Deeper
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8. Listening
Listening
Why must a coach listen?
• Show respect
• Gather data
• Learn feelings/opinions
• Encourage
• …?
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9. Big Picture Focus
Step up to see big picture
Force Field Analysis
Desired change from current state
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10. Force Field Analysis
Remove barriers and amplify forces for change
Prepare the Ground
Create an
environment for
the team to grow
their own agile
practice.
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11. What do we really want?
Being Agile is not usually the real goal
Share the Vision
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12. Identify concerns
Make blockers visible
Visible Feedback
• Help the team make
information concerning
their work more visible
– Passing tests
– User satisfaction
– Value delivered
– Work-in-progress limits
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13. Reduce Work-In-Progress Limits
Example of Kanban board (at BBCW)
Be an Example
Show how
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14. Ask for Help
Encourage experiments
Try it out
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15. Encourage Ideas
Ask the team how
they would solve
the problems
Consider more than
one solution!
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Go with the energy of the team
What do the team want to try?
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16. Working Agreements
Start the project with a workshop to agree how
the team wants to work together.
• Make agreements
• Keep them
• Review when they are broken
Build Trust
T = (C + R + I ) / S
Where:
T = Trust
C = Credibility
R = Reliability
I = Intimacy
S = Self-orientation
Book: “The Trusted Advisor” by Maister, Green, & Galford
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17. Be Patient
Change takes time
Further Reading
• “Agile Coaching” by Rachel Davies & Liz Sedley
• “Resistance as a Resource” by Dale Emery
http://dhemery.com/articles/resistance_as_a_resource/
• Virginia Satir talks about Status Quo
http://web.me.com/sbuckbee1/Satirs_Process_of_Change/Status_Quo.html
• “Succeeding with Agile” by Mike Cohn
• “The Trusted Advisor” by David Maister
• “Managing Transitions” by William Bridges
• “Fearless Change” by Linda Rising and Mary Lynn Manns
• “Leading Teams” by Richard Hackman
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18. Contact Me
Email: rachel@agilexp.com
Twitter: rachelcdavies
Blog: http://agilecoach.typepad.com/
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