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When we would license a song for ringtone distribution we’d email each other; “Anybody know this song? I was young, in-experienced, and wasn’t the model employee for the next couple of months while I figured out how to make sense of the change.
Knowing what I know today, what words of wisdom would I have for Mike to help him deal with “2003 Jason”?
After the shock wears off, Jason will probably be in denial for a while, then he’ll likely get angry or frustrated. After that, he’ll start to come around.
The change I went through was quite simple compared to the disruption that can be caused by an Agile transformation at your average company. My title changed, and so did the inputs to my work but not many of my daily routines were affected until we started growing like crazy. Now imagine everyone in a mid-size organization of 200 people all going through the same emotional phases I did with Mike’s help.
Create Alignment: Start by creating a big visible room to manage the transformation program and create a ‘change canvas’ with the executives.
Maximize Communication: Use informal communication sessions called Lean Coffee to establish open and honest dialogue about the change.
This is by no means an exhaustive list of what you can do to manage the emotional response people have to change. Jason LittleAuthor, Lean Change Management at LeanintuitI began my career as a web developer when Cold Fusion roamed the earth. In 2008 I attended an experiential learning conference (AYE) about how people experience change and since then, I’ve been writing, and speaking, all over the world about helping organizations discover more effective practices for managing organizational change. Latest PostsSuccessful Agile Transformation through Community Building on April 15, 2016 Alternatives to Agile Scaling Frameworks on March 29, 2016Scaling Agile is a hot topic nowadays…well, most of the early adopters in Agile have already moved on from this but many organizations in the late majority are looking to scaling frameworks to help them be more Agile. Removing the Mumbo-Jumbo from Change Management on March 21, 2016A couple of weeks ago Thomas Cagley interviewed me for his SPaMCAST podcast. This site requires JavaScript to function properly.Please enable JavaScript in your web browser.


This company was the first to create a mobile content creation and delivery platform for wireless carriers in Canada. Who can create it?” Ah, the good ‘ol days sitting in front of my Roland JX-8P banging out the theme to Rocky!
There was no change management team handling the integration of the two companies, what got me through it was Mike, my new boss. He’ll start experimenting in order to figure out his place in the new world, and eventually the hubbub will die down. Give him time and over-communicate early on about why he’s been given these new responsibilities, and help him grow. When people are lost in a sea of emotions as a result of a disruptive change like an Agile transformation, there are counter-measures you can take that will help you make sense of what to do next. On flip chart paper, write down in non-buzzwordy language why this change happening, who is affected and what the benefits are. Motivation isn’t everything, sometimes people need to develop capability first, but look for what motivates different people. You do not want to be dependent on your coach or consultants, encourage teams to learn from each other. These are some of the ideas in Lean Change Management that can help you, as a change agent, help your stakeholders understand that planning alone isn’t enough to manage the complexity and disruption caused by an Agile transformation.
Oddly enough, a few days later, I had an opportunity to try another experiment using storytelling.
One of the co-founders handled the content licensing, and the other co-founder built and maintained the platform. He had the skills and experience to make this change work, and is still the best manager I’ve ever had. Fortunately for me, Mike already knew all that, and to this day, is the best manager I’ve ever had.


New processes create extra work until the organization learns that these new processes should make some old processes obsolete. It’s a massive shift! Next, put up a “feedback” area next to these 3 statements, and let employees poke holes in each of them.
Someone may be a natural fit for a Scrum Master role (assuming Scrum is one of the processes you’re implementing!). Innovation and collaboration doesn’t happen by chance; you as a change agent or manager need to enable it. The bumps and bruises I collected along the way helped me realize that helping organizations adopt Agile practices was less about the practices, and all about change. Children, especially, can have difficulty understanding and dealing with the grieving process. I ended up managing the content catalog, and storefront, which included creating ringtones, and wallpaper that people could buy, and download onto their phones. Not much changed over the next couple of weeks, but one day I came into work and found a box of business cards on my desk: “Jason Little, Director of Storefront Development”.
This gets executives and the change team feedback and because it’s anonymous, it’ll actually be helpful! Through these sensitive and inspirational stories, children learn how to cope with many different kinds of loss.This kit includes a Leader’s Guide and 10 individual children’s storybooklets, with heart-felt stories that address many different types of grief and loss that children experience. The motivational nudge to my ego far outweighed the uncertainty of working with new management.
I’d probably explain how Jason is likely going to be a pain in the ass to work with while he pushes his way through a roller-coaster ride of feelings.



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