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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.
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2Thursday, October 28, 2010
32Thursday, October 28, 2010
3Context
2Thursday, October 28, 2010
3ContextExperiences with Change
2Thursday, October 28, 2010
3ContextExperiences with ChangeChange Models
2Thursday, October 28, 2010
• 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 collaboration Bio
Web: http://rajile.com E-mail: [email protected] / [email protected]: http://ca.linkedin.com/in/rajmudhar Twitter: @rmudhar
3Thursday, October 28, 2010
• 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
We are the network behind your smartphone
5Thursday, October 28, 2010
6Thursday, October 28, 2010
Wireless Telecom
6Thursday, October 28, 2010
Wireless Telecom
Globally Distributed6Thursday, October 28, 2010
Wireless Telecom
Globally Distributed
Regulated
6Thursday, October 28, 2010
Wireless Telecom
Globally Distributed
ComplexRegulated
6Thursday, October 28, 2010
Wireless Telecom
Globally Distributed
Complex
High Reliability
Regulated
6Thursday, October 28, 2010
Wireless Telecom
Globally Distributed
Complex
High Reliability
Regulated
Non-Uniform
6Thursday, October 28, 2010
The Agile Journey7Thursday, October 28, 2010
Korean TaxiTelecom on steroids
8Thursday, October 28, 2010
We became iterative in a Waterfall
World... and it was painful
9Thursday, October 28, 2010
Global Market
We became iterative in a Waterfall
World... and it was painful
9Thursday, October 28, 2010
Global Market
We became iterative in a Waterfall
World... and it was painful
R1 R2 R3
9Thursday, October 28, 2010
Global Market
Korean Market
We became iterative in a Waterfall
World... and it was painful
R1 R2 R3
9Thursday, October 28, 2010
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
10Thursday, October 28, 2010
Responsive
10Thursday, October 28, 2010
Responsive
Incremental10Thursday, October 28, 2010
Responsive
Incremental
Collaborative
10Thursday, October 28, 2010
Responsive
IncrementalAdaptive
Collaborative
10Thursday, October 28, 2010
AgileResponsive
IncrementalAdaptive
Collaborative
10Thursday, October 28, 2010
The Struggle to Change11Thursday, October 28, 2010
The Experience of One Team
12Thursday, October 28, 2010
From Waterfall
to Scrum
13Thursday, October 28, 2010
“There’s NO
WAY this
will work!”
From Waterfall
to Scrum
13Thursday, October 28, 2010
“There’s NO
WAY this
will work!”
“Our first Sprint was an unmitigated disaster!”
From Waterfall
to Scrum
13Thursday, October 28, 2010
“There’s NO
WAY this
will work!”
“Our first Sprint was an unmitigated disaster!”
“We like it but
this is HARD.”
From Waterfall
to Scrum
13Thursday, October 28, 2010
“There’s NO
WAY this
will work!”
“Our first Sprint was an unmitigated disaster!”
“We like it but
this is HARD.”
“Wow, less waste, faster cycle time, more productive and better quality!”
From Waterfall
to Scrum
13Thursday, October 28, 2010
Resistance14Thursday, October 28, 2010
Denial15Thursday, October 28, 2010
16Thursday, October 28, 2010
“We are too distributed.”
“Our products are too complex.”
“This will never work
here.”
“Our situation is different.”
16Thursday, October 28, 2010
“We are too distributed.”
“Our products are too complex.”
“This will never work
here.”“We’re already Agile!”
“Our situation is different.”
16Thursday, October 28, 2010
Anger17Thursday, October 28, 2010
18Thursday, October 28, 2010
“I want
nothing to
do with this!”
“Stop
dreaming, we
live in the real
world.”
“Teams can’t manage themselves!”
“This won’t work here!”
18Thursday, October 28, 2010
“I want
nothing to
do with this!”
“...”
“Stop
dreaming, we
live in the real
world.”
“Teams can’t manage themselves!”
“This won’t work here!”
18Thursday, October 28, 2010
Bargaining
? !
19Thursday, October 28, 2010
20Thursday, October 28, 2010
“I’ll just Scrum in my component
team.”
“We’ll just Scrum on waterfall 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
“I’ll just Scrum in my component
team.”
“We’ll just Scrum on waterfall 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
Depression21Thursday, October 28, 2010
22Thursday, October 28, 2010
“I’m exhausted
from trying.” “I just
want to
give up.”
“I miss the old way.”“This is
too hard!”
“It’s too much too fast.”
22Thursday, October 28, 2010
Acceptance23Thursday, October 28, 2010
24Thursday, October 28, 2010
“Why isn’t
everyone doing
this?”
“I’m having fun.”
“I feel focused.”
“I’m a believer!”
24Thursday, October 28, 2010
“Why isn’t
everyone doing
this?”
“I’m having fun.”
“I feel focused.”
“Let me tell you about Agile...”
“I’m a believer!”
24Thursday, October 28, 2010
As you journey through the trajectory of change...
25Thursday, October 28, 2010
Agile Island26Thursday, October 28, 2010
27Thursday, October 28, 2010
Emotional Blindness28Thursday, October 28, 2010
Change Models
29Thursday, October 28, 2010
Kubler-Ross Model
Stability
Immobilization / Shock
Denial
Anger
Bargaining
Depression
Testing
Acceptance
Time
Emot
iona
l Res
pons
e
Active
Passive30Thursday, October 28, 2010
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
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
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
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
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
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
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
IntegrationNew Status Quo
Transforming IdeaForeign Element
Foreign Element
Satir Change Model
Attribution: http://www.coyotevalley.com/scm.html
32Thursday, October 28, 2010
Weak Emotion
Strong Emotion
Low Focus High Focus
Dreaming
Torpor
Engagement
Sausage making
33Thursday, October 28, 2010
Action = f(focus, emotion)
34Thursday, October 28, 2010
35Thursday, October 28, 2010
Change...35Thursday, October 28, 2010
Change...Resistance
35Thursday, October 28, 2010
Change...Resistance
Emotional35Thursday, October 28, 2010
Change...Resistance
Emotional
Common Trajectories
35Thursday, October 28, 2010
Change...Resistance
EmotionalPersonal
Common Trajectories
35Thursday, October 28, 2010
Reflections
36Thursday, October 28, 2010
Get a Mentor...Be a Mentor
37Thursday, October 28, 2010
38Thursday, October 28, 2010
Q & A38Thursday, October 28, 2010
