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Fundamentally, our change model is based on the belief that everyone has the capacity and responsibility to develop as a leader within a system. We believe that a system truly dedicated to transforming the way things are done is one in which the leaders are prepared to spend the time, resources and emotional energy necessary for building the organizational processes and leadership behaviors to support the identified changes.
Some aspects of organizational culture are visible on the surface, like the tip of an iceberg, while others are implicit and submerged within the organization. The change management iceberg is visualizing the essence of change in organizations: Dealing with organizational barriers. It is better to be mindful of things below the surface! It’s like trying to build a house without a foundation – it’ll look good for a short while, until the walls fall down! Experienced senior executive, both at a strategic and operational level, with strong track record in developing, driving and managing business improvement and development and change management. What We DoThe Align Leadership Team is dedicated and focused on developing custom solutions that solve our clients’ most important problems. Align Strategy & Team Development We assist you in the development of leadership operating systems that align with the necessary behaviors for advancement within your organization.
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.
Organizations that thrive must continually adapt to shifting circumstances in the marketplace and to meet changing customer needs.
Most organizations make change harder than it has to be by allowing some vectors of change to push back against the change effort.
In order to successfully execute change it is critical to know exactly where you are headed, not just at a high level, but with details that help everyone in the business understand how it affects them, their job responsibilities and their own actions.

Often, businesses create a series of memos, documents, and communication vehicles that tell the employees about the change.
Culture might best be defined as the set of organizational habits that currently exist, and habits are hard to change.
Often organizations profess that they want to operate differently, but leave processes in place that actually inhibit those shifts. There has to be a strong link between who you want to become as an organization and who you hire to help you get there.
Organizational change happens when you understand the process, plan for the momentum shifts, and know what the next steps are. 4th Gear Consulting will help you lead change while building the capabilities that will also help you manage future changes faster than your competitors. A fundamental aspect of introducing prospective change into any environment is to gain insights into how well the proposed adjustments will be received.  An organizational change management assessment will assist in adequately understanding the capacity for change in the organization.
This may be optionally performed concurrent with other maturity assessments with no additional time constraint. Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. Why Organizations Resist ChangeOrganizations are coalitions of interest groups intension wherein balance (ultra-stability, equilibrium) of forces has beenhammered out over a period.
Our methodology is an action-learning model that creates opportunities for individuals to work on changing their behaviors while simultaneously contributing to changing the overarching organizational processes. Because these ingrained assumptions are tacit and below the surface, they are not easy to see or deal with, although they affect everything the organization does. That’s because an organization’s culture comprises an interlocking set of goals, roles, processes, values, communications practices, attitudes and assumptions. Because the best leaders and teams are intentional about what they do; they continue to learn, address their blind spots and develop themselves throughout life. Our PEER Technology® acts as a conduit with new groups and intact teams allowing for personal development, leadership development, and internal knowledge transfer.
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.
Best practices in this field include assessing the target population, the organization as a whole, change agents, sponsors, cultural, historical, and resistance aspects.
What we know from research as well as from our practice is that the most successful change processes involve the entire system, and that it takes time and thoughtful work to make that happen.
Likewise, organizational change efforts may flounder because of a lack of organizational focus.
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. 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!
No matter what changes you are trying to execute, if the culture doesn't shift with them, the changes won't happen.
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. They are built to produce and deliver their product or service and yet, it is an organization's ability to change that ultimately determines its success.
Principle 4: Old cultural elements can be destroyed by eliminating the people who “carry” those elements, but new cultural elements can only be learned if the new behavior leads to success and satisfaction 5. Assess the overall resistance to change by: • Examining to what extent the various forces of resistance are correlated with one another. Change can cause you to solve problems that you couldn’t even attempt as another self. When we evolve from our previous mindset and revamp our outer circumstances we are moving toward the next best thing for us.

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