Big thinkers need big ideas that challenge their beliefs about how they see change. Start exploring modern change concepts and other big ideas and philosophies that can help you try on a different lens to look at your change with.
Copy, paste, tweak. Humans mimic what they see, and tweak it to their context. Get inspired by stories from change agents all over the world who are modernizing and contextualizing their approach to change with concrete actions.
Pick from a variety of agile, lean startup, design thinking, and coaching and facilitation activities. All are supported with options to adapt it to your context and inspiration stories so you can see who tried them and how it worked out.
Here’s what you can expect to see
The 5 Universals of Change
5 patterns that emerged over 7 years of visiting 12+ countries, countless organizations, and training thousands of change agents from agile coaches, to change managers and more.
Each universal has various philosophies and lenses to look through that will help you see the change from a different perspective and then lead you to concreate practices you can try right away.
Jerry Weinberg said, whatever the problem is, it’s a people problem. Odds are someone in the world had faced a similar challenge that you’re experiencing now.
You can start by checking out the most common problems people have had with change based on 7 years of workshops and coaching in various organiations.
Then you can see what practices might help, stories from people who’ve had similar problems, and big ideas that can help you make sense of what you see.
The Waves of Change
We desperately want change to be a linear process, but we know it isn’t. Learn how to surf the wave of change so you can pick the right intervention at the right time to jiggle the system and un-stick your change.
All organizations have a natural pace of change, and ebbs and flows in energy. That might sound strange, but a great example is organiations that do annual budgeting and planning in August. Starting an agile transformation in September, for example, is a bad time because too much organizational inertia exists.
Learn the organization’s natural rhythms and learn how to let the river take you where it needs you to go.
Movers, Movables, Immovables
Benjamin Franklyn said there are three classes of people; those that move, those that are moveable and those that are immovable.
When it comes to change, we think in phases. Assess, analyze, plan, execute. That would work great if people were robots, but people are unpredictable. It’s hard enough to get five people to agree on pizza toppings on a party, so it’s unlikely everyone affected by the change will coalesce around the plan simultaneously.
Movers become our advocates. Their personal beliefs align with the change, and they run towards the goal with minimal support.
Moveables might need social proof, and they might be optimistic skeptics.
Immovables are those pesky resistors we like to focus all of our attention on. Of course, they might just be annoyed that they feel their choice has been taken away.
Phased-based approaches give us a sense of certainty. Learn how to dance with the system by understanding the dynamics between the movers, moveables, and immovables. That helps you understand the organization’s unwritten social norms and helps you spread the change virally and organically.