Navigating Change When Rapidly Remote (30 min)

This talk provides a quick explanation of the Satir change model and some of the pitfalls that can happen when too much change is introduced at one time.

Transcript

1. NAVIGATING CHANGE
   WHEN RAPIDLY REMOTE
   Mark Kilby
   @mkilby
   https://www.markkilby.com
   

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3. WHAT ABOUT YOU?
   

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4. OUR PLAN
   A short talk to frame the
   conversation
   Questions & Answers
   (probably with demonstrations)
   Working agreements:
   I promise to be FLAWSOME
   We may experience
   CONFUSIASM
   Ask lots of questions please
   

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5. IMAGINE A TEAM WORKING TOGETHER …
   Performance
   Time
   Status Quo
   Change
   introduced
   

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6. IMAGINE A TEAM WORKING TOGETHER …
   Performance
   Time
   Status Quo
   Change
   introduced
   Change could be:
   - New process
   - New team member
   - New leader
   - New tools
   - New conflict
   - Urgent request
   - Urgent change in direction
   - Tool failure
   - Process failure
   - Team member out
   unexpectedly
   - Leader unavailable
   - Etc.
   

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7. Our expectations when
   we initiate change on
   our teams
   Our expectations when
   change is imposed
   Performance
   Time
   Status
   Quo
   New Status
   Expectations
   Change
   Time
   Performance
   Status
   Quo
   Change
   

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8. Question (please answer in chat): With what happened to
   your team these last few weeks, has change been:
   1) Initiated by someone in your company?
   2) Imposed by outside forces?
   3) Both?
   4) Something else causing change?
   

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9. How else can you gather answers to that
   last question with tools you have?
   (keep the answer to yourself at first;
   type “READY” in chat when you have an idea)
   

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10. WHAT REALLY HAPPENS
    (UNDER THE RIGHT CONDITIONS)…
    Performance
    Time
    Status Quo
    New Status
    Quo
    Change introduced
    and challenges
    assumptions
    

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11. SMOOTHING IT OUT, WE GET THE J-CURVE
    Time
    (1) Status
    Quo/Old
    (8) New Status
    Quo
    (2) Change
    introduced and
    challenges
    assumptions
    (7) Integrate New
    Learning
    Performance
    (3) Resistance
    (5) Initial
    Results / Period
    of Disruption
    (6) (first) Transforming Idea
    (4) Unlearning
    

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12. HOW TO MANAGE CHANGE THROUGH EXPERIMENTS?
    Hint: Limit the Chaos
    Time
    Performance
    Sometimes known as the
    “point of chaos”;
    It will get worse before it
    gets better as the team
    wrestles with change
    Chaos
    

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13. TOO MUCH CHANGE
    Can the team recover?
    (1) Status Quo/
    Old Way
    (2) Many/Bigger
    changes introduced
    and challenges
    assumptions
    Performance
    Chaos extended. Team may
    not come out of chaos without
    huge effort and support
    Chaos
    Chaos
    Time
    

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14. TOO MANY CHANGES
    Time
    (1) Status
    Quo/Old
    (2) Change
    introduced
    Performance
    (3) Resistance
    Chaos
    Results may look more like this if team is not
    given time to adapt to each change and learn
    from it.
    

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15. SET EXPERIMENTS
    To control the chaos
    

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17. EXPERIMENT WITH, NOT ON
    (no one wants to be a lab rat)
    

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18. AND MY 3 FAVORITE ONLINE
    TOOLS …
    

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19. 3 FAVORITE ONLINE TOOLS
    Patience
    Empathy
    Listening
    

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20. THANKS! Q&A? NEED MORE?
    Blog, articles resources &
    newsletter at https://
    www.markkilby.com
    Twitter: @mkilby
    http://www.linkedin.com/in/mkilby
    ONLINE CLASSES at https://
    distributedagilesuccess.teachable.com
    Get the book - https://
    www.markkilby.com/sdatbook/
    

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21. PHOTO CREDITS
    Mountain Path - Photo by Justin Kauffman on Unsplash. https://unsplash.com/photos/a8lTjWJJgLA
    star swirl - https://unsplash.com/photos/rMmibFe4czY
    road trip - Photo by Esther Tuttle on Unsplash
    wrong way - https://unsplash.com/photos/w5sHBvTYss0
    Man in front of headlights - https://unsplash.com/photos/XIx85KpKmWU
    3 face sculpture - Photo by Mitchell Luo on Unsplash. https://unsplash.com/photos/zIoFNTnA8Ok
    Jungle bungie jump station - Photo by Nazim Zafri on Unsplash. https://unsplash.com/photos/OmQBmAU-ihI
    Oculus Rift - https://www.flickr.com/photos/121483302@N02/13491081124 CC-SA
    http://agilemanifesto.org
    2 rats - https://commons.wikimedia.org/wiki/File:Sister_ratties_3.jpg
    All other images (c) 2019 Mark Kilby & Johanna Rothman
    

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