Agile Conversations: Transform Your Conversations, Transform Your Culture
In order to maximize positive outcomes, everyone, especially those in senior roles who have a disproportionate impact on organizational culture, need to (1) be more leader and less commander, (2) foster psychological safety, and (3) leverage the fact that product development and organizational change is emergent, not deterministic. There is a need
... See moreJonathan Smart • Sooner Safer Happier: Antipatterns and Patterns for Business Agility
change. Often organizations treat a Transformation (with a capital T) as a project with a start date and an end date, applying an old way of thinking to new ways of working. Imposing Agile is not agile, nor is treating it as a deterministic project. In addition, humans have an evolutionary bias to be averse to loss. Collectively, all of this can ge
... See moreJonathan Smart • Sooner Safer Happier: Antipatterns and Patterns for Business Agility
When employees hear that they’re undergoing an “Agile Transformation,” at least two of those top three motivators are taken away. There is a lack of autonomy (you have to do this thing, you have no choice) and there is a lack of mastery (you’re a beginner again, possibly after a long career). So increasing agility can feel like a big price to pay.
... See moreJonathan Smart • Sooner Safer Happier: Antipatterns and Patterns for Business Agility
