changing organizational mindset

Changing Organizational Mindset

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Allison Pollard

• Agile coach and consultant

• Firm believer in continuous improvement

• DFW Scrum user group leader and Dallas Agile Leadership Network member

• Glasses wearer

Ronnie Cooke

• Agile Coach, Scrum Master, and Consultant

• Proud father• Missionary• Family Social Media

private investigator, prosecutor, and judge

Today’s Agenda• About Change

– 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

ABOUT CHANGE

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Change!

• Move at least 2 tables away• Look to your left and right. You cannot sit next

to those people

Was that fun?

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What are some things 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

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People are willing to cross the Edge only if they see what’s in it for them

The EdgePr

imar

ySecondary

The Edge is the line between the known and the unknown—it is at the limit of what we know about ourselves.

Organizations can cross Edges too

Organizational Edge

D

B

E F

C

A

Others’ resistance might put you at the Edge as a Coach

Directing won’t lead to real changes--recognize if you’re feeling stuck in certain behavior patterns

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Can you see the person’s potential to change?

Start with who is closest to the Edge & willing to work with you

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Can you acknowledge the past?

• Honor what they love about the past

• Build trust by listening (not by convincing)

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Can you align Self, 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

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BEING A COACH FOR CHANGE

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Building Trust by Listening

• Inquiry: asking questions

• Acknowledgement: proving that you understand the other person

• Advocacy: sharing your own perspective

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Activity

ListenerCoachSpeaker

• Listener: Select topic. Can only use inquiry and acknowledgement.

• Speaker: Antagonizes Listener. Can only use advocacy.

• Coach: Keeps the Listener on track.

A Coach’s Palette

Teaching Mentoring

Facilitating Coaching

Teaching • Short trumps long• 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

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Mentoring

• Describe who I 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

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Facilitating

Way to engage people in co-creating their own environments to set up the conditions for positive change from the start.

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Coaching

• Coach the person, not the problem. If you coach the person, they’ll solve their own problem

• Ask powerful questions• Fully listening• Self-management

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Coach’s ability to move and grow will help others to do the same

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WRAP-UP & TAKEAWAYS

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What do YOU want?

• 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.

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Congruence

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• Honor the past and seek to understand their needs

• How can you align your needs, others’ needs, and the context to effect change?

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

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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.

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Contact

Allison Pollardallison@improving.com@allison_pollardwww.allisonpollard.com

Ronnie Cookeronnie.cooke@improving.comlinkedin.com/ronniecooke