Lean Change Agent

It’s time to stop thinking about change as a step-by-step process with a logical beginning and end. Upgrade your change agent skills with this 2-day workshop designed to help you facilitate change in today’s fast-paced creative economy.

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Lean Change Management Podcast

The first Lean Change Management podcast features Paul Gibbons, the author of The Science of Successful Organizational Change. In this episode we talk about what the Agile community can learn from the organizational development and change management communities.

The Marriage of Agile and Organizational Change Management

The Agile community groans when late adopters discover it as being the greatest thing ever. I’ll wager most Agile practitioners don’t realize everything in Agile has been stripped from ideas that are decades old. It doesn’t matter where these ideas came from, let’s merge ideas from Agile, OD, CM and HR in order to build resilient organizations.

What every change agent needs to know about change

When it comes to managing any type of organisational change there is usually a focus on the plan.  And yet, how often do things go according to plan? There is a huge elephant in the room when it comes to managing workplace change:  people are unpredictable.   And yet many processes and models of change work on the assumption that organisations are like machines.  If you create a plan then everything will be plain sailing.  Except that organisations aren’t machines they’re made up of people:  living, breathing systems far removed from machines. It was with this in mind that I booked on to a Lean Change Management workshop.  I had already been exposed to some Lean tools and was a fan of Deming et al, so I kind of knew what to expect.  I was excited to find out more about what I instinctively knew about change:  that’s it’s an iterative process and can sometimes be messy and often goes off plan. However, nothing could prepare me for what I learnt in the two days under Jason Little’s guidance leanchange.org.  Lean takes plan, do, check, act and morphs it into something nimble and elegant:  insights, options and experiments – that you prepare, introduce and review.  By thinking of change initiatives as experiments it opens up the organisation to seeing change as opportunities for improvement and growth.   A perfect growth mindset vehicle. Co-created change can sometimes be confronting because it goes against our natural driver for certainty and control.  By introducing experiments it places that driver under pressure.  Lean Change Management creates certainty by giving you a process to allow the experimentation and create a...

The Shelf-Life of a Change

One of the people in this week’s Lean Change Agent workshop in Perth asked a great question about using Lean Coffee to create open dialogue about a change initiative. The question was: “Does the time come when it stops being useful and you stop doing it?” At the time I thought it was an interesting question but now that I’ve had some time to chew on it a bit, I had an ‘aha!’ moment. I pick on the 70% stat and change resistant a lot. Deservedly so. It’s time to start picking on my 3rd most loathed topic: Sustainable change. Changes have a shelf-life. A successful change isn’t one that is sustained, it’s one that has served its purpose. That purpose might have been to help people figure out what the change means to them, or to accomplish a quick win, or meet a short-term objective or to figure out what change to do next. Then it’s done. It’s gone the way of the dodo and it’s time to move on to the next...

The New Change Managers

Change Management is a relatively new profession. And it’s changing rapidly. The more we learn, the more we realize that adapatability is the key, not blindly following a method. The New Change Manager is someone who understands what change management is all about.

Reviews of Lean Change Management

“Changing yourself is difficult. Changing an organization? One might say impossible. And, Jason has written a handbook that allows you to consider ways to implement the impossible.

With the idea of feedback-focused change, you can change an organization, one small step at a time. He’s done it. You can do it. Let him show you what works and what doesn’t.

I love the stories. They ring true and follow what I know about change and people.”

Johanna Rothman

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