Scaling agile mindset poonam jain
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The document discusses the importance of adopting a lean-agile mindset for organizational change, contrasting traditional and scaled mindsets. It introduces the Switch Framework, which emphasizes the emotional and rational aspects of individuals in the workforce and provides strategies to facilitate mindset change. Additionally, it addresses common obstacles to change and offers practical advice for overcoming them.
Scaling agile mindset poonam jain
- 1. Public Scaling Lean-Agile Mindset April 2016 Poonam Jain Tieto, ADM - Testing poonam.jain@tieto.com
- 2. Agenda Define Mindset Traditional Vs Scaled Mindset Lean-Agile Mindset How to bring scaled mindset change – The Switch Framework Key Players for the change Overcoming Obstacles
- 3. Define mindset The ideas & attitudes with which a person approaches a situation, especially when these are seen as being difficult to alter 3
- 4. Traditional Vs Scaled Mindset 4 Traditional Mindset Scaling Mindset Focus on Skills, qualities & behaviors of an individual who exerts influence over others to take action or achieves a goal using their position & authority Image credit - Leadership learning community Focus on how individuals and groups are connecting , organizing , thinking , systemically , bridging and learning as a dynamic leadership process
- 5. Lean-Agile Mindset 5 LEADERSHIP Respectfor peopleandculture Flow Innovation Relentless improvement VALUE House of Lean Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan Agile Manifesto
- 6. Public How to bring mindset change - Switch Framework Switch book written by Chip and Dan Heath6
- 7. Two parts of the same Brain Emotional part • This part is instinctive and feels pain and pleasure Rational part • This part is reflective, conscious, deliberative and analytical Rider Elephant Everyone in your workforce is both a Rider and an Elephant • Direct the Rider (rational) • Motivate the Elephant (emotional)
- 8. What Gets in the way • People problems are often situation problems • Laziness is often rider exhaustion • Resistance to change is often a lack of clarity 8
- 9. The Switch Framework 9 • Provide crystal-clear directions so the rider doesn’t spin its wheels Direct the Rider • Get the elephant onboard with the riders plans, so that the rider doesn’t have to tug on the reigns all day Motivate the Elephant • Create an environment that puts both the elephant and rider on the right path Shape the Path
- 10. Direct the Rider • FOLLOW THE BRIGHT SPOTS • Investigate what’s working and clone it • SCRIPT THE CRITICAL MOVES • Don’t think big picture, think in terms of specific behaviors • POINT TO THE DESTINATION • Change is easier when you know where you’re going and why it’s worth it 10
- 11. Motivate the Elephant • FIND THE FEELING • Knowing something isn’t enough to cause change. Make people feel something • SHRINK THE CHANGE • Break down the change until it no longer spooks the Elephant • GROW YOUR PEOPLE • Cultivate a sense of identity and instill the growth mindset 11
- 12. Shape the Path • TWEAK THE ENVIRONMENT • When the situation changes, the behavior changes. So change the situation • BUILD HABITS • When behavior is habitual, it’s “free”—it doesn’t tax the Rider. Look for ways to encourage habits • RALLY THE HERD • Behavior is contagious. Help it spread 12
- 13. Key players for change • Who do you think are the key players for the change 13
- 14. Public Overcoming Obstacles Few Examples… Switch book written by Chip and Dan Heath14
- 15. Overcoming Obstacle (1/5) • Problem: People don't see the need to change • Advice • Find the feeling • Create Empathy • Tweak the environment
- 16. Overcoming Obstacle (2/5) • Problem: People simply aren't motivated to change. • Advice • Is an identity conflict standing in the way • Create a destination card • Lower the bar to get people moving • Use social pressure • Can you smooth the path so much that even an unmotivated person will slide along
- 17. Overcoming Obstacle (3/5) • Problem: You don’t know my people they absolutely hate change • Advice • Fundamental attribution error
- 18. Overcoming Obstacle (4/5) • Problem: Everyone seems to agree that we need to change, but nothing's happening. • Advice • Remember what looks like resistance is often lack of clarity • Don’t forget the path. Are there obstacles to change that you can remove • Can you find a bright spot that can serve as a model for the right behavior
- 19. Overcoming Obstacle (5/5) • Problem: Its just too much • Advice • Shrink the change until its not too much • Start developing the growth mindset
- 21. Public THANKS