Pro Yearly is on sale from $80 to $50! »

Navigating Change When Rapidly Remote (30 min)

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.

3d971ee4a09f437dc7054bf732884b91?s=128

Mark Kilby

March 26, 2020
Tweet

Transcript

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

  2. None
  3. WHAT ABOUT YOU?

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

    Change introduced
  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.
  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
  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?
  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)
  10. WHAT REALLY HAPPENS (UNDER THE RIGHT CONDITIONS)… Performance Time Status

    Quo New Status Quo Change introduced and challenges assumptions
  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
  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
  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
  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.
  15. SET EXPERIMENTS To control the chaos

  16. None
  17. EXPERIMENT WITH, NOT ON (no one wants to be a

    lab rat)
  18. AND MY 3 FAVORITE ONLINE TOOLS …

  19. 3 FAVORITE ONLINE TOOLS Patience Empathy Listening

  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/
  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