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Agile - The Irrational Side of Change

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A McKinsey survey on success of Change Management programs, provided a holistic perspective which suggests that four basic conditions are necessary before employees will change their behavior: a) a compelling story, because employees must see the point of the change and agree with it; b) role modeling, because they must also see the CEO and colleagues they admire behaving in the new way; c) reinforcing mechanisms, because systems, processes, and incentives must be in line with the new behavior; and d) capability building, because employees must have the skills required to make the desired changes. This prescription is well grounded in the field of psychology and is entirely rational. One of its merits is its intuitive appeal: many managers feel that, once revealed, it is simply good common sense. And this is where precisely where things go wrong. The prescription is right, but rational managers who attempt to put the four conditions in place by applying “common sense” typically misdirect time and energy, create messages that miss the mark, and experience frustrating unintended consequences from their efforts to influence change. Why? Because when they implement the prescription, they disregard certain, sometimes irrational—but predictable—elements of human nature. The proposed session "Agile - The Irrational Side of Change", looks into the critical people processes that are vital for bringing about a change to the Agile CUlture.


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