Agile Change Management

Explore the art of change by switching between trainer, coach, and mentor stances, and account for self and temperament to seize the window of opportunity in agile change management.

Explore the science of change by balancing concrete tools, change canvases, open spaces, lean coffee sessions, with mental models and frameworks tailored to your context.

Explore the four dimensions of change by examining stance, minimum viable change process, ego, and mental models, and learn to align with the system rather than the individual.

Define change agility as the ability to adapt to the here and now without losing sight of the ultimate, prioritizing responding to change over planning.

Explore the Agile Manifesto's intention and adapt its four values and twelve principles to a change context, focusing on mindset and how we manage change, not just tools.

Apply agile values to change management by prioritizing individuals and interactions over tools, delivering visible progress, and collaborating with stakeholders to adapt plans in shorter time horizons.

Adapting the 12 agile principles to change management, this lecture shows how to deliver value frequently, embrace change, foster collaboration, visualize progress, and pivot or pause as needed.

Shift your thinking by embracing the five universals of change in agile change management. Observe patterns across organizations to balance the art and science of change.

Explore what change agents want by moving from heavy planning to lean coffee sessions. Learn to address resistance, inertia, and organizational physics through facilitation, co-creation, and modern tools.

Identify the five universals of change, including cause and purpose, and reframe conversations from 'you must' to 'here's why,' aligning change with people's purpose and addressing urgency as a perception.

Shift from broadcasting to meaningful dialogue in agile change management by using open spaces and lean coffee sessions, and engage leaders with anonymous questions via Slido to surface real concerns.

Shift from merely executing tasks to experimentation by starting with a hypothesis and measurements to learn what works, using visual signals to surface issues and train for prevention.

Shift from trying to get buy-in to co-creating agile adoption by mapping perspectives with teams, management, and the organization, and inviting everyone to participate but opt out.

Value the response to change over blaming resistance, and treat resistance or apathy as data guiding experiments within the five universals of change.

Explore the minimum viable change framework, applying lean startup principles to agile change, and map seven core elements: vision, impact assessment, comms, training, resistance management, implementation, and progress indicators.

Lean change management applies the thinnest possible approach to facilitate change and emphasize meaningful outcomes, not heavy processes; adapt practices to your context and develop multi-skilled, T-shaped change professionals.

Simplify agile change by focusing on the three foundational elements, starting with change canvases to clarify the why, and using big visible walls for a single source of truth.

Co-create a lean, agile change vision with affected people, using the change canvas and perspective mapping to identify impacts. Employ iterative sprints, diagnostics, and measurements to guide ongoing improvement.

Explore how a minimum viable change framework adapts to context, emphasizes a feedback-driven approach over traditional change, and uses a visual canvas and kanban board to align stakeholders.

Explore a strong foundation in real agility and how to apply agile principles to change management. Connect with Jason Little and learn more about Change Agility at changeagility.org.

Bonus case studies in agile change management show co-creation through change canvases, lean coffee sessions, and shifting ownership to those affected, with lessons on learning over binary success.