The starting point for successful changes is effective communication of why change is needed! “Where leaders enter, others follow” is a good edict that leaders can live. Only if it is the change can you expect others to spread out the new values and behaviors expected. Use when people are resilient because of fear and fear. When it happened to Lasse to join this group of journalists and play the role of a member of the team who refused to stand up. As a group, we discussed a number of emotional reasons that this person might refuse to introduce. However, when this journalist acted as a scrum master, he completely forgot the emotional side and made cognitive calls – which had no influence on Lasse. In the end, the team took over and asked Lasse to be part of the team and try to stand up for the next sprints. Our example of change allows us to see how different types of resistance to change develop. Participation in a modification program can be an effective way to bring people “on board” who would otherwise oppose it. It can overcome all kinds of resistance. Who resists will depend on the source of the ideas and their conflicting priorities. Developers want to provide quality, customers might want features and management to protect their budget. Thus, each proposal for changes to the other will be seen by its own lens.
When people resist change, we suggest that our first reactions are often emotional (anger and frustration): they are stupid, stubborn, etc. As Dave pointed out, similar thinking will not help us achieve positive change. Employees expect managers to get away with it. Inspiring leaders create a culture where change becomes the domain of everyone`s jurisdiction. In a 2013 PwC survey, nearly two-thirds of employees surveyed felt that an executive was responsible for managing change, and nearly half felt that political leaders should be responsible for cultural change. Communication and information about change should begin before it begins. This will help your employees streamline change and ensure that individuals and teams receive adequate information to make positive judgments. At Agile 2008, Dave Nicolette and Lasse Koskela, author of Test Driven: TDD and Acceptance TDD for Javaner Developers, organized a workshop on “Overcoming Resistance to Change.” Any change, whether it is an agile implementation or the reorganization of office furniture, will face resistance. The real question is how to react when this happens. People will only accept change if they think the risk of doing nothing is greater than the risk of changing direction.
If people don`t understand why change is necessary, they`ll wonder why you`re changing something they think works. Leaders need to invest a little more time in providing support and relief when people are resistant to fear and anxiety. Training is not enough. Leaders should think about focus groups to help people talk about their concerns, or even derail their frustrations. In anxious situations, the change curve can help executives understand what kind of support is needed at each stage.