Continuous Improvement. All organizations want it but how do you do it? In this presentation for the Ontario Hospitals Association I shared stories and ideas for applying Lean practices to change.
Rethinking Transformation Spark the Change IndiaJason Little
We cling to linear change models because they make us feel good, but they don't work in today's world. The most popular change methods predate the internet, and whether we like it or not, organisational change follows the rules of social change.
The document discusses modern practices for managing today's workforce, specifically focusing on agile practices. It summarizes the history of agile, from influences like Deming and Toyota in the 1920s-1980s to the official creation of the Agile Manifesto in 2001. It then discusses why agile is important now and common barriers to agile adoption. The presentation provides an overview of core agile principles and practices and suggests moving away from top-down control toward more distributed, autonomous teams and a focus on organizational agility and co-created change.
Toronto Agile Tour - Timeless LeadershipJason Little
In 2001, Agile started as a simple set of 4 values and 12 principles designed to be a guide for delivering solutions to customers. Since then, countless frameworks, tools, certifications, and methods have emerged, with many promising to have the one right approach to make Agile work.
We need servant leadership...no wait, we need emergent leadership...no wait, we need agile management and agile leadership...no wait...
It's no wonder today's leaders and managers are confused about how to lead an agile organization. In this session, we'll explore how to look at your organization through 3 different lenses and apply 4 timeless leadership capabilities used by great leaders from organizations like IDEO, Ford, and Ikea.
Attendees will walk away with a profile that describes their individual leadership style, along with how to know how to balance each of the 4 leadership capabilities that are timeless, tried-and-true, and not rooted in agile buzzwords.
Organizational Developer 101 - Agile TO MeetupJason Little
There's much the agile community can learn from the OD community and vice-versa. Here we merged 2 basic OD elements by using the Management 3.0 Meddlers game and how structure change is but one small aspect of organizational change
This document discusses challenges with implementing agile and lean change management. It provides perspectives from different groups on why change efforts fail. It advocates using tools like perspective mapping, change canvases and experiments to better understand resistance to change and involve those affected to design changes. The document emphasizes facilitating, sparking and signaling change rather than forcing it, and being the first to follow or involve others in change design. The overall message is that successfully managing change requires a blended, feedback-driven approach.
Agile 2015 - Navigating Organizational ChangeJason Little
Einstein said "We cannot solve our problems with the same thinking we used when we created them" yet many organizations that want to adopt Agile end up using existing organizational structures to make it happen. That is, they create a centralized team to roll Agile out, define metrics, create a dashboard, communication and training plan and finally a Sharepoint site to push the change outwards. The outcome ends up being another failed Agile transformation story because people either resisted change or they failed to change their organizational culture.
This isn't an 'Agile' problem, it's a structure problem. The real issue is that organizational structures are designed to serve the internal purposes of the organization, not their customers or the value they create for their customers.
In this session we'll explore real organizations that are thriving by structuring in radically different ways. That includes apply the concepts of dual organizational operating systems, de-centralized networks, structuring around value streams, horizon planning and full-on organizational explosion.
ACMP Canada - Transforming Traditional Approaches to ChangeJason Little
Much of what we know about change is based on models designed in a different era. Things are different today, and there are more modern approaches we can take for how we approach change.
Rethinking Agile Transformation - Agile Tour Montreal KeynoteJason Little
Our brains crave certainty, which is why many of our change models look great on paper. Unfortunately change doesn't happen that way. Fortunately we can do something about it by changing how we think about change.
Introduction to Lean Change ManagementJason Little
This document provides an introduction to a webinar on Lean Change Management presented by Jason Little. It includes information about accessing the webinar on the Sli.do platform using code J271. The webinar will cover the theory of Lean Change Management, stories of it in action, and lessons learned from workshops and company visits. Attendees are invited to ask questions during the webinar using Sli.do.
Toronto Agile - Organize People Around the WorkJason Little
Presented at Toronto Agile's March 2018 webinar. How to use network density to understand how people are organized, and the impact of substantial organizational change.
Public Sector Transformation with Lean Change ManagementJason Little
Lean Change Management helps organizations make sense of how best to implement change by showing them how to use many innovative, feedback-driven practices
This document provides strategies for changing careers, including maximizing transferable skills. It discusses experiencing boredom, job loss, or other triggers that prompt career changes. A paradigm shift is described as changing one's way of thinking to enable change. The concept of change management is introduced as a structured process to transition from one state to another. A three-phase process is outlined to establish a plan, make a decision to change, and determine success criteria. Transferable skills that can apply to different careers are discussed, along with identifying passions and potential employers to network with to achieve a career change.
RESEARCH ANALYZING 1.7 MILLION CASES OF AWARD-WINNING WORK ACROSS ALL INDUSTRIES, POSITIONS, AND PAY-GRADES, PROVES GREAT WORK IS A PRODUCT OF 5 ACTIVITIES PEOPLE DO, AND 1 COMMON INTENTION.
The document discusses how agile practices have evolved over the past 18 years since the Agile Manifesto was published in 2001. It summarizes the results of an annual survey on the state of agile that shows how agile adoption has increased but also faces ongoing barriers. While scrum remains popular, hybrid and customized approaches are growing. It also suggests areas for improving agile implementation including focusing on purpose, co-creation, and experimentation over resistance to change.
3 Techniques for Architecting Change - Agile and Beyond 2015Jason Little
We hear simple statements like "we need to adopt an agile mindset!!", "we need to create clarity around the purpose for agile!", but these simple statements are not easy to do. Here are 3 practical techniques you can do tomorrow to move towards create a shared purpose when bringing Agile in.
The document discusses 5 principles for administrating your vision: having a clear relationship between vision and administration, having a vision for your administration, organizing from the bottom up with clear roles and responsibilities, creating systems and processes as the organization grows, and using weekly dashboards to evaluate progress. It provides tips, statistics and examples to support administrating vision effectively through strong administration. The overall message is that vision requires strong administration to be realized.
This is a powerful tool that has been vital in helping me focus and produce so I could move from a salaried teacher/coach making about $35,000 a year to becoming a successful entrepreneur, quadrupling my teachers salary and increasing my net worth to over a million dollars IN JUST FOUR YEARS!! more tools at www.claystaires.com
Leadership at Every Level: Practices for Aligned AutonomyMatthew Philip
The document discusses practices for leadership at every level and aligned autonomy in organizations. It promotes enabling acts of leadership from all employees. Several "safety nets" and "vision balloons" are described to encourage psychological safety and shared vision. These include practices like "andon cords", "competence building", and "role clarity". When combined with competence and clarity, they can provide aligned autonomy. The document advocates for leader-leader models and hypothesis-driven leadership to unite people towards shared goals.
This document introduces tools for continuous improvement. It discusses two components of continuous improvement processes in companies: philosophy and graphical techniques. The philosophy components emphasize quality improvement through eliminating problems, empowering workers, and encouraging collaboration. The document then describes seven classic quality tools: Ishikawa diagrams, Pareto charts, check sheets, control charts, flowcharts, histograms, and scatter diagrams. It provides a brief explanation of when each tool is used.
Mastering the Art of Continuous Improvement the Kaizen WaySteve Zagarola
It takes small steps to improve in a sustainable and continuous fashion. Take the first step by discovering the art of the Kaizen Way in this blog post.
The document discusses using multi-task learning approaches for web search ranking. It describes using each query, language, or query class as a separate task. Methods include adaptive target value transformation where each query has its own linear transformation, multi-language MLR where each language is a separate task, and multi-query class MLR where different query types are separate tasks. Experiments show gains from these multi-task learning methods.
This document outlines a process framework for continuous business process improvement. It discusses identifying best practices, analyzing the current ("As Is") state and envisioning an improved ("To Be") state. Two approaches are business process improvement, which simplifies and optimizes existing processes, and business process reengineering, which radically redesigns processes from scratch. Principles for improvement include simplifying processes, using metrics to test changes, minimizing hand-offs, integrating tasks, leveraging IT, working backwards from outputs to inputs, establishing clear ownership, and viewing processes from the customer perspective. The document also lists information needed to map processes, such as responsibilities, key performance indicators, activities, inputs/outputs, suppliers, customers, and volumes.
McDonald's launched McCafé in India as a brand extension to tap into the growing coffee market. McCafé stores are located within McDonald's outlets but have a separate café atmosphere. Currently there are 27 McCafé stores across major Indian cities, and the plan is to expand to 250 stores in the next 3-5 years. McCafé offers coffee, tea, pastries and snacks at prices around 15-20% lower than competitors like Starbucks. The target segment is young urban professionals looking for an affordable yet high-quality coffee experience.
This document discusses various topics around personal and team development such as continuous improvement, personal diversity, imposter syndrome, and knowledge sharing. It provides contact information for Michal Gruca and resources on categorizing people's differences, defining imposter syndrome, its causes and effects, and ways to help those experiencing it such as giving honest feedback and learning from failures. The document also discusses creating a supportive environment, tools for teaching others, and ways to promote sharing knowledge through various team activities and recognition.
The document discusses the operational management of an organization. It covers operational objectives, factors affecting objectives, the heritage of operational management, ethics and social responsibility, and the strategic role of operational management. Some key points include: operational objectives are short term goals set by middle managers to achieve long term strategic goals; factors like available finances, size, customers, and regulations can influence objectives; the heritage of OM includes contributions from thinkers like Adam Smith, Frederick Taylor, and Henry Ford; ethics and social responsibility are important for OM; and the strategic role of OM is to help achieve market opportunities and efficiently convert inputs to outputs.
Production planning and control (PPC) coordinates the manufacturing process by organizing supply and labor movement, balancing machine utilization, and achieving production goals. PPC has three stages - planning by choosing the best alternative, operations by following production plans, and control by monitoring performance against targets. The objectives of PPC are to deliver quality products on schedule while optimizing resource use and inventory levels. [/SUMMARY]
Golden Arches - Think Global & Act local presented McDonald's global strategy of consistency while allowing for local customization in India. McDonald's maintained core standards globally but adapted its menu in India by excluding beef and pork and adding vegetarian, chicken, fish, and mutton options tailored to local tastes. McDonald's also marketed itself as a family dining restaurant in India and introduced affordable menu options to attract price-sensitive customers across Indian regions with varying incomes.
This document discusses forecasting, planning, and scheduling for production. It covers qualitative and quantitative forecasting approaches, qualitative forecasting methods like jury of executive opinion and Delphi method, and how aggregate production plans relate to demand forecasts, master production schedules, and work schedules. It also discusses factors for choosing a scheduling method and common priority rules for dispatching jobs. The document provides an overview of production planning and control, including functions like planning, routing, scheduling, loading, dispatching, following up, inspection, and taking corrective measures.
1) The document discusses ordering decimals from least to greatest using place value and number lines. It provides examples of ordering prices from a McDonald's menu and test scores.
2) Equivalent decimals have the same value even if they have a different number of decimal places. Annexing zeros by adding trailing zeros does not change a decimal's value.
3) To order decimals from least to greatest, decimals are first lined up and zeros are annexed to give each number the same number of decimal places. Then the decimals are compared using place value starting from the left.
A fast food restaurant offers a limited menu of pre-cooked foods that can be prepared quickly. Customers expect accurate orders delivered in a timely manner by friendly staff. They also want delicious, high-quality food at low cost. Fast food restaurants analyze factors like costs, customer proximity, and labor when planning their infrastructure layout to efficiently produce and deliver standardized meals through an optimized workflow.
This document presents a market analysis of McDonald's McFlurry in India to study customer awareness and satisfaction levels. A survey was conducted using a questionnaire among 91% of respondents who visited McDonald's. The analysis found that 32% lacked awareness of McFlurry and awareness through advertising was low. However, most found the taste satisfactory and price reasonable. Recommendations included increasing McFlurry awareness through advertising, adding flavors, and improving cleanliness.
How food-manufacturers turn demand forecasting into a competitive edge:
• Carry less raw materials and Finished goods inventory
• Fewer write-offs of perishable and expensive ingredients
• Ability to negotiate contract pricing with suppliers
• Longer production runs, more throughout with less change overs
• “what if” scenarios allow for strategic purchasing and production planning
• Lower fright costs from less expediting of raw materials.
The document discusses how McDonald's applies Frederick Taylor's principles of scientific management. It summarizes that McDonald's trains employees on standardized methods, uses incentive pay to motivate high performance, and divides labor into specialized roles to increase efficiency. The application of Taylorism has helped McDonald's establish globally consistent operations and quality control.
ACMP Alberta - Using Agile in Change ManagementJason Little
The document discusses applying agile and lean principles to change management. It advocates for taking an agile approach to change that prioritizes individuals, interactions, working software, collaboration, and responding to change. Some key aspects of using agile for change highlighted include visualizing work, daily stand-ups, bi-weekly retrospectives, diagnostics over metrics, co-created change plans, and experimenting without rigid plans or PowerPoint presentations. The document suggests agile change practitioners should focus on bringing meaningful change through facilitation and empowering those directly affected by the change.
During this presentation I challenged the notion that "agile fails due to resistance or failure to change culture". Lean Change Management helps people passionate about meaningful change learn new approaches to organizational change.
Agile and Beyond 2016 Rethinking Agile TransformationJason Little
The document discusses rethinking agile transformations in organizations. It suggests that organizations often go about transformations incorrectly by "doing Agile" rather than "being Agile", which can lead to failures. It advocates modeling the change desired, telling stories, and provoking conversations to help transformations emerge and coalesce naturally from the bottom-up, rather than being imposed from the top-down through centralized control which can cause bureaucratization and the loss of early adopters. The key is focusing on the original purpose of the transformation rather than just adopting practices for their own sake.
This document discusses various techniques for demand forecasting. It outlines factors that affect demand forecasting such as the time horizon and level of forecasting (macro, industry, or firm). Short-term forecasts are used for production scheduling and inventory management, while long-term forecasts are for strategic planning of new projects. Demand is determined by factors like income, price, demographics, and product characteristics. The document also describes qualitative methods like expert opinion and quantitative methods like time series analysis and regression for forecasting demand.
The document discusses strategies for achieving business excellence through operational excellence and continuous improvement. It emphasizes focusing on customers, leadership, employee involvement, data-driven decision making, process-focused systems, and continuous learning. Key aspects include quality improvement to reduce defects, increase capacity, and reduce variation. High performance is achieved by mobilizing and empowering all employees. Supply chain management aims to reduce cycle times and improve workflow.
Zero tolaunch salesvault-iwt-insider-the-400000-email-funnelPeteris Zdankovskis
This document summarizes an email sales funnel that generated $400,000 in revenue. It includes 5 days of emails with the goal of educating potential customers and selling a productivity product. The first two emails focus on education around time management and motivation. They include surveys to gather customer insights. The third email discusses barriers to behavior change and how information alone does not create change. It emphasizes focusing on implementation over tactics. The last two emails directly promote and sell the product to help customers apply the insights. The funnel follows a pattern of education then sales that effectively converted readers into buyers.
This document provides an overview of an NLP magazine called NLP Revolution. It includes an introduction from the editors, an article from the editor highlighting how an exercise at an NLP event helped her integrate and prioritize different roles in her life, and a table of contents listing additional articles in the issue. The introduction discusses how stories connect people and help build strong professional communities. It also notes that NLP has made progress in many fields but lacks regulation, leading to poorly trained practitioners. The editor's article describes experiencing profound insights from doing a "Star Exercise" where she realized how her different roles supported each other. She learned to utilize skills from different roles. The table of contents previews additional topics covered in the issue.
Individual communication skills can impact one's career achievements. To improve communication, one must understand that it is a skill separate from language. While reading and writing in one's language can help, true communication development requires practicing skills like eye contact, body language, and voice tone without relying on words. Most importantly, effective communication is an art that requires focused effort over time, just as developing any skill requires work. One must challenge themselves outside their comfort zone and learn from models with strong communication abilities.
This is the full transcript of the Edge Talk webinar, presented by Rebels at Work on Friday, 2 October.
Lois Kelly and Carmen Medina of Rebels at Work looked at common mistakes in developing and introducing new ideas and discuss important and often overlooked organizational, interpersonal and personal self-awareness practices needed to navigate the journey from ‘I see a problem and have an idea’ to the idea being adopted.
- John Kotter is a professor at Harvard Business School and is regarded as a leading authority on leadership and change. He is known for his books on change management processes.
- In his latest book, A Sense of Urgency, Kotter discusses the importance of establishing a true sense of urgency for change initiatives, which he identifies as the most challenging step. The book addresses how to create and sustain urgency within an organization.
- Kotter believes that ideas about urgency are applicable across different organizations regardless of size, culture, or geography. However, establishing urgency may be more difficult in larger, more established companies.
This document contains several short passages on various topics including:
1. A short story about a king who gives children seeds to plant and chooses his successor based on the results. The boy with the only barren pot is chosen for his honesty.
2. Articles discussing creating one's own happiness rather than depending on others, doing one's best rather than comparing to others, and the power of storytelling to inspire people.
3. A short joke about engineers and accountants on a train trying to share tickets. It emphasizes not copying others without understanding the full context.
This summary provides an overview of the key points about the book "The One Minute Manager" by Kenneth Blanchard and Spencer Johnson:
- The book tells the story of a young man who is seeking an efficient manager to learn secrets of success from. He meets many managers but is most impressed by the "One Minute Manager" who focuses on one minute goal setting, one minute praising of employees, and one minute reprimands if needed.
- The One Minute Manager believes goals should be clear and measurable in under 250 words. Regularly taking a minute to review goals and performance is an effective management strategy.
- Praising employees immediately when they do something right, telling them what and how
This document discusses tools that can help one be an effective leader. It lists 10 tools: duct tape to listen more than you speak, a clock to schedule your time wisely, a scale and saw to stay balanced and refreshed, a butterfly net to chase your dreams, shoes to walk in others' shoes, a jar of honey to speak kindly in case you later regret your words, crutches for when you say something regrettable, a slice of humble pie to remember the importance of teamwork, eye drops to keep your vision clear, and a moral compass as the most important tool not to lose. An extra tip is to always have thank you cards to express gratitude.
This document discusses recruitment, motivation, and empowerment. It provides objectives for understanding recruitment and how to recruit people through various methods like advertising, meetings, and word of mouth. Motivation is discussed in the context of encouraging and empowering people to join an organization. Empowerment is explained as facilitating learning, peer education, and correcting inequality through sustainable change and efficient use of resources. The document emphasizes empowering groups by being critical of power, making people feel good, and focusing on their problems, strengths, and potential.
Positive Change Maker Interview: Tash WillcocksMichael Kurz
Tash Willcocks sees her contribution as enabling and empowering others to create positive change through small, incremental actions that ripple out. She has been inspired by seeing talented older women make a difference and started the #aceatanyage project to highlight them. Working with students at Hyper Island has triggered her own transformation as she adapts to new ways of thinking each year. She finds movements toward sustainability and youth activism moving, but fears consumption patterns may bounce back after COVID. She recommends Liminal Thinking by Dave Gray to challenge limiting beliefs and Jameela Jamil's positive activism on social media.
Knowledge Management And Artificial InteligencyApex
1) This document discusses how to have a positive attitude and approach in life.
2) It recommends asking yourself if something is true, kind, and necessary before saying it.
3) The key message is that our lives are a reflection of our own actions and thinking.
More engaged employees create a sustainable culture that is built for innovation and change. When you show you’re listening, understanding their issue, and working to help, they’ll give you their best work. In this webinar, we’ll dive deep into four key areas to make this happen for your teams.
Module 3 transcript - School for Change AgentsNHS Horizons
Transcript from Module 3 - Thursday 2 March 2017.
It is natural to resist change. Rather than seeing resistance as something negative, here we shift our perspective so that we see dissent, diversity and disruption as essential components of effective change. However, we need to build resilience in order to work effectively with resistance. This module offers some tools and techniques to ensure that we remain strong, adaptable and able to continue our work as change agents.
To find out more about the School, please visit the website http://theedge.nhsiq.nhs.uk/school
1. The interview used psychological techniques like cognitive dissonance, self-perception theory, and the science of persuasion to encourage pro-animal diet and lifestyle choices.
2. It created conflict in people who love animals but eat meat, and showed how changing diet can make one a better person.
3. Techniques like reciprocity, scarcity, authority, consistency, liking, and consensus were employed to make the interview's message persuasive.
4. While the virtual interview format allowed for privacy, it lacked real-time interaction and non-verbal cues compared to a
(title image by @hookieduke)
Racism. Sexism. Homophobia. Transphobia. Within our own communities, these concepts are not new—but the 2020 pandemic has shone a spotlight on these issues.
It was only February of this year that Prime Minister Kishida’s aide said he “didn’t even want to look at” same-sex married couples.
But surely, we’re not like that. We make technology to make the world better, not hurt it.
Well, there’s good news and bad news. The bad news is the technology that we make is not immune to our human biases, and we all have biases. The good news is we can change this. With a bit of courage and humility, we can take the next step into a new frontier of universal design—technology that can be useful to everyone, regardless of their race, ability, identity or sexual orientation.In this 2-hour interactive session, participants will explore together common types of biases in technology and tackle difficult conversations around product design and development decisions.
It will be led by CJ Hostetter (they/them), a designer with ten years of experience in UX design who identifies as nonbinary.
This workshop will take place in person and be centered around small-group discussions tailored to digging in deep and sharing personal predicaments around bias in tech.
人種差別、性差別、同性愛嫌悪、トランスフォビア。
私たちのコミュニティでは、これらの概念は目新しいものではありませんが、2020年のパンデミックによって、これらの問題にスポットライトが当てられるようになりました。
また、岸田首相の側近が同性婚カップルを「見たくもない」と言ったのは、今年2月のことでした。
でもきっと、私たちはそんなことはない。私たちは、世の中を良くするために技術を作るのであって、傷つけるために技術を作るのではありません。
さて、良いニュースと悪いニュースがあります。悪いニュースは、私たちが作るテクノロジーは、私たち人間のバイアスに左右されてしまうということです。
良いニュースは、私たちがこれを変えられるということです。
少しの勇気と謙虚さがあれば、人種、能力、アイデンティティ、性的指向に関係なく、すべての人に役立つユニバーサルデザインの新しいフロンティアへ次のステップを踏み出すことができるのです。
この2時間の対話型セッションでは、参加者は一緒にテクノロジーに共通するバイアスを探り、製品設計や開発の意思決定にまつわる会話に取り組みます。
UXデザインで10年の経験を持ち、ノンバイナリーを自認するデザイナー、CJ Hostetter (they/them)がワークショップを行います。
このワークショップは、対面で少人数のグループディスカッションを中心に、テクノロジーにおける偏見にまつわる個人的な苦境を掘り下げ、共有するために行われます。
This document discusses assertiveness and its importance in evaluations. It defines assertiveness as respecting yourself and others while maintaining a win-win perspective. To be assertive in evaluations, one should:
1) Positively assess things done right and constructively advise on areas for improvement.
2) Respect yourself and the listener by thinking about how to help them improve, not lecture.
3) Trust your ability and that the listener wants to grow by giving advice and praise confidently.
The document provides examples of evaluations and asks how assertively they were delivered and how they could be improved. It teaches applying assertiveness principles in evaluations through respect, trust, thinking win-win, and being
This document outlines a process for analyzing performance problems with employees. It begins with key questions to understand the nature and cause of the problem, such as determining if it is a skills deficiency or if non-performance is being rewarded. It then provides a flow diagram and guides the user through a series of steps and additional probing questions. These include determining if the desired performance is punishing, if obstacles exist, and which solution is most practical and cost-effective. The overall goal is to properly diagnose the root cause in order to identify the best approach for addressing the performance issue.
A very prestigious and world's most popular management method book "One Minute Manager" By 2 of the most recognized personalities in the field of management Dr. Kenneth Blanchard and Dr. Spencer Johnson.
Similar to Continous Improvement: How To Make it Happen (20)
Modern Change Management - 5 Universales del CambioJason Little
El documento describe el viaje de Jason Little para desarrollar un enfoque mejor para el cambio organizacional a través de varios años que incluyó escribir un libro, dar talleres y hablar con muchas personas y organizaciones. A lo largo de este tiempo, Little descubrió cinco universales del cambio efectivo que incluyen propósito y causa, urgencia, diálogo significativo, experimentación y respuesta al cambio en lugar de resistencia.
Lean Change Management - 5 Years of InsightsJason Little
What's next for Lean Change Management? Here's a preview based on completing a roadshow around the world, in person and virtually, showing patterns of what really matters to change agents.
Agile and Change Management - CMI Canada Webinar Feb 2018Jason Little
This webinar was shaped by attendee questions, and was run in a lean coffee type of way. The lesson? As change agents, 'the change' isn't about us, it's about the people who need to live with the consequences of the change so shape the change based on what they need.
In response to seeing a "how to pass your Scrum Master/Agile Coach Interview" we've created a way for employers to call BS on candidates who could otherwise dupe their way into a coaching role.
The document discusses various concepts related to organizational change, leadership, and agile practices. It mentions "baby duck syndrome" and the "ladder of perception" in relation to how people cling to their beliefs. It also discusses the importance of team agreements, protocols for how teams work together, learning through exploration, understanding different communication preferences, and adapting organizations to external constraints. The document provides brief explanations and advice for concepts like Satir change models, MBTI types, organizing for complexity using Galbraith's Star Model, Lego Serious Play, the SCARF model of brain threats, the Fogg Behavior Model, and designing changes together with those implementing plans. It emphasizes being adaptable and connecting with non-agile communities.
Toronto Agile Tour - How to Hire an Agile CoachJason Little
This document provides guidance on how to hire an agile coach. It discusses where the coach will play in the organization, the skills and competencies they should have, and tips for interviewing coaching candidates. The skills framework outlines five levels of coaching ability from novice to expert based on experience, breadth of knowledge, and ability to answer questions with stories rather than just theory. It emphasizes finding a coach that has worked with multiple teams and organizations, and can challenge existing ways of thinking rather than just agreeing with the hiring organization. Key parts of the interview include having the potential coach ask many questions, challenging assumptions, and being unable to clearly define how they will measure their own success.
Tampere Goes Agile - Experimenting Through Change KeynoteJason Little
Experiments have become fashionable. How do you know if the experiment you're running is the right one? How can you run experiments without losing sight of the big picture?
As a society, we're in the age of transformation, yet we're applying old metaphors and running our transformations like software projects. Let's start to consider transformational change as a series of social movements.
Using Storytelling in Change ManagementJason Little
Urgency for change is an outdated concept in change management. Cause and purpose for change is a more compelling way to help people align to transformational change. Learn how you can incorporate storytelling into change management by using a Storytelling Canvas.
Culture Follows Structure - DSM Agile Jason Little
The Agile Community focuses too much on 'being Agile' and hitting people over the head with the Agile Mindset stick. Once teams operate under the radar and then hit the organizational boundaries, new language is needed to help provide leaders with better options for deliberately creating structures that align with an Agile way of working.
Lean Change Agent - Applying Lean and Agile to Change ManagementJason Little
This document advertises a 2-day workshop to teach change management skills. The workshop will explore topics like the lean change management cycle, how people experience change, creating alignment for change, designing change experiments, and architecting a change framework. Attendees will include agile coaches, change managers, scrum masters, and managers who want to learn modern practices for introducing and managing change. Participants will work on real problems with their peers and learn how to think of change as small, time-bound experiments. The goal is for attendees to build their own change framework suited to their needs.
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43. 1. Create groups of 4 - 6 people
2. Write down what questions you
want this session to answer
3. Prioritize your questions
4. Elect a delegate to bring your
question up here
5. Delegates, choose your overall
number one question
@jasonlittle
10 minutes
69. @jasonlittle
Co-Create
Change
You cannot control change.
You cannot plan, budget-for,
schedule and “ensure” a successful
continuous improvement initiative
You can guide change by involving
the people affected by the change
into the design of the change.
70. “We cannot solve our problems
with the same thinking we used
when we created them.”
Albert Einstein
73. @jasonlittle
3 Final Tips
1) Co-Create change by involving
the people affected
2) Be transparent with big visible
information radiators
3) Move from plan-driven change
practices, to feedback-driven
ones
74. on a sticky note:
Write a number from 1 to 10
to indicate how satisfied you are
with this whole session
and a comment why.
10 = awesome!1 = terrible!