SWITCH Lean Agile Change Management (ADJUGO)

Public Channel / Agile change management

Describes how to use the SWITCH model in a lean-agile change track.

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30. The total picture

11. The change roadmap • Help the rational rider

27. • People follow the lead of others, particularly at times of change when situations are new or ambiguous. • Behavior is contagious. Help it spread.

22. • Engage people’s emotions • Appeal to their better qualities

26. • ‘Habits’ are less tiring than conscious behavior • Define ‘action triggers’: imagine up front when you will take action • Think ‘scrum rituals’: daily stand up, sprint planning, retrospective

25. • Make change as easy as possible by modifying the environment What looks like a people problem is often a situation problem. When you shape the path, you make change more likely .

23. • Engage people’s emotions • Appeal to their better qualities • Saint Lucia parrot • Poaching stopped, people became proud of the bird

1. SWITCH Change Management Interpretation by ADJUGO Based on the book by Chip and Dan Heath

6. Weak points of the rider • Analysis paralysis • Confused by ‘ true but useless ’ information

10. The change roadmap • Help the rational rider • Find the emotion • Make the change simpler

18. The change roadmap • Help the rational rider • Find the emotion • Make the change simpler

24. The change roadmap • Help the rational rider • Find the emotion • Make the change simpler

14. • Base the approach on the bright spots • Describe the critical steps • In the form of simple rules

2. Do you find yourself here ? • A gigantic pile of work /change in front of you • Pressure from eveywhere • Teams overloaded

19. • The elephant is sensitive to emotional arguments • Touch the heart • Make the problem visible (real life, not Excel)

3. The lean - agile roadmap ... • Gives a structural solution • Get things moving again • Still need to handle the change...

5. Meet the rider • The rider is the conscious you • Smart, aware , logical , thinking • ... but not very strong compared to the elephant

20. • The elephant is sensitive to emotional arguments • Touch the heart • Make the problem visible (real life, not Excel) • Re - mission: computer game: fight against cancer

9. What is the path ? • There may be many of them • Is it on the map ? • Is it clear , easy to follow ? • What is its condition ?

7. Weak points of the rider • Thinking/ logical reasoning is SLOW • Too slow and not strong enough to conquer the implicit brain • Logical thinking is tiring • Not very aware of its own weakness

8. Who is the elephant ? • Likes comfort, predictability • Takes decisions fast (“gut feeling”) • Emotional • Not a lot of effort • Think driving your car home • Somewhat lazy , hard to move away from its comfort zone

15. • Base the approach on the bright spots • Describe the critical steps • In the form of simple rules • Think BOB campaign : • Assign a person that will refrain from drinking alcohol • Will drive afterwards

16. • Describe what the future will look like after the change • Create the big, daring , ambitious goal • Gives purpose , helps the analytical mind to focus • But may do the opposite as well: focus of resistance ...

28. • ‘The majority of the guests use their towel more than once.’ • Do not underestimate TV Soaps ... • Publish on Internet: • Peer review of papers for scientific journal • Brussels: paying mandates of politicians • C ulture change: • Create ‘safe’ environment for discussions • Freedom of speech • Freedom to publish on company intranet • The core democratic rights ...

12. • Start by finding the ‘ bright spots’ in the big pile of problems • People who have already found a solution (“ positive deviant”) • Do not try to find a solution for every part of the problem • Prioritize and get going

17. • Describe what the future will look like after the change • Create the big, daring , ambitious goal • Gives purpose , helps the analytical mind to focus • But may do the opposite as well: focus of resistance ... • BP: aim for 100 % success in oil exploration

4. The rider , the elephant and the path Three actors in each person’s change track • The rider : the rational , conscious , thinking mind • The elephant : the emotional , subconscious , implicit mind • The path : the change track, rough or smooth , clear of confusing , uphill of downhill ...

29. So how do we make a Switch ? Look on Switch as a toolbox to generate ideas : • Address the rational rider and provide clarity of purpose • Address the elephant , find the feeling and respect the need for small steps • Address the environment, simplify the change and make use of our tendency to follow each other

21. • Break the change into small steps • Reward the small victories • Small victories boost confidence • The elephant is moving • Customer fidelity card already at 20 % • Do not look at the big pile of work ahead , look back on what you have already achieved • Do NOT aim high with the elephant • Give the elephant hope...

13. • Start by finding the ‘ bright spots’ in the big pile of problems • People who have already found a solution (“ positive deviant”) • Do not try to find a solution for every part of the problem • Prioritize and get going • Vietnam malnutrition of children • 4 meals instead of 2 • Add shrimp • Add cheap vegetables

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