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❌ Stop causing unnecessary tension in your organisation, get rid of transformations and start sensing what should be next.
Working 10 years as an Agile Coach I seen a few transformations in my life and caused some unnecessary tension myself when starting out. These are some of my learnings thus far 👇🏼
😨What is unnecessary tension? Examples:
heavy transformation programmes
talking about problems without fixing them (transparency without action)
changes without a clear why
applying the wrong enabling constraints
☝🏼Why is it essential to consider this?
people have limited stamina
human psyche processes change differently depending on the nervous system and need different times to internalise them
more change and tension = more coordination and habit building
🔭 Large changes often don’t consider the same concepts as in product discovery — sensing if we’re doing the right thing at the right time.
They are based on knowing it all upfront, which always results in frustration and failure.
🔦 Instead, focus, among others, on these five things:
#1 Experiment — do a series of experiments, one at a time. See what works.
Solving one problem might fix a few others.
Don’t plan too diligently in advance for the future. You will miss out on vital signals along the way.
#2 Oil your communication mechanisms ahead of time — master the art of communication, as this will help you and your organisation know what to expect.
#3 Provide space to voice concerns & answer questions — through open hours, town halls, regular Slack updates, change agents etc.
Don’t jump on the bandwagon of another initiative that died along the way.
#4 Secure, stable ground — if many pieces are moving simultaneously, people might feel like they lose ground.
Everyone has different needs, yet providing some common stability and predictability in the organisation might ease anxiety and stress.
#5 Create your own framework
None of the above is a bulletproof solution, nor does it guarantee success. That’s the fun (and hard work) of it.
Each company is different and deserves its own organisational framework.
It’s easier to buy a model from a large consultancy and blame it on them when it fails.
Is that the legacy you want to leave behind?
🎈Share this article if you think it might help others to work with change better.