Devops for Growth

Les 8 étapes du changement

Il n'est jamais simple de changer les habitudes, particulièrement au travail où une routine se forme très vite.

Facts Don't Change Our Minds. Friendship Does.

Convincing someone to change their mind is really the process of convincing them to change their tribe. If they abandon their beliefs, they run the risk of losing social ties. You can’t expect someone to change their mind if you take away their community too. You have to give them somewhere to go. Nobody wants their worldview torn apart if loneliness is the outcome.

The way to change people’s minds is to become friends with them, to integrate them into your tribe, to bring them into your circle. Now, they can change their beliefs without the risk of being abandoned socially.

The British philosopher Alain de Botton suggests that we simply share meals with those who disagree with us

Introduction: Nudge Theory Change Management Model Process Checklist frames change more attractively. It is more of a theory that a change management model. Nudge Theory Change Management Model: An introduction The Nudge theory is a behavioral science concept developed by Richard Thaler and Cass Sunstein in the 2008 book Nudge: Improving Decisions About Health, Wealth, and Happiness. The basis of the theory is that nudging change along is much more effective than trying to enforce it in a traditional sense. Rather than telling your employees what to do, the choice landscape is designed so that employees are choosing the needed change themselves. This changing the choice landscape is known as nudging. The trick with Nudge Theory is knowing how to present these nudges. The core aspects of nudges are ascertained as being: Indirect Subtle Open-ended Educational Backed up with evidence Optional Open to discussion There is no set method to Nudge theory so in that sense the theory

Lean Kanban UK 2014 keynote November 3rd 2014, London

STATIK (Systems Thinking Approach to Introducing Kanban) is a process based on Systems Theory to successfully implement Kanban in an organization. Systems Thinking is a way of understanding how a system behaves as a whole rather than through analysis of component parts in isolation. It is a cornerstone in the process of introducing Kanban in an organization. STATIK method was devised by David Anderson as the main approach to introducing Kanban in organizations. STATIK - Kanban Implementation The steps in this process are not necessarily sequential, but iterative, using learning from one step to inform and influence the others. The

Les soft skills s'imposent ! Découvrez le Change Management, compétence incontournable pour gagner en agilité, en réactivité et en productivité.

Je vous propose un découpage en trois temps d’une approche rationnelle du changement au sein de l’entreprise.

L’auto-analyse pour préparer le terrain
Change Management : les bases

Vous souhaitez implémenter un projet nouveau au sein de votre société, ou transformer certains process.

Déterminez les participants : quels sont les groupes touchés par ce changement (que l’on nomme groupes cibles) ?
Formez une équipe : réunissez une équipe diversifiée, représentant ces groupes cibles. Elle vous assurera une vision complète des différents impacts de la transformation à mettre en œuvre. Chacun apportera son expérience des métiers impactés et une vision personnelle du problème à traiter.
Diagnostiquez : analyser la situation actuelle et les modes de fonctionnement que vous utilisiez jusqu’à présent. À partir de ce statu quo, expliciter l’origine du besoin de changement, l’objectif recherché, le résultat idéal.
Mesurez le chemin à parcourir : on parle parfois de gap analysis. Il s’agit pour vous de saisir la différence qui sépare le point A (votre état actuel) et le point B (la situation idéale après transformation). Ce changement affecte-t-il la stratégie, la structure de l’entreprise, les employés, la culture de l’entreprise, les systèmes de diffusion de l’information, de prise de décision, de rétribution ?

Trouvez la méthode juste

Vous avez maintenant les bases pour définir la méthode adéquate : c’est-à-dire celle qui vous permettra d’atteindre votre objectif tout en impliquant les employés de manière naturelle et organique.

Choisissez le mode d’implémentation : la méthode doit-elle être progressive ou plus radicale, avec une changement rapide des structures ? L’ampleur du changement compte ici beaucoup : on pourra aller plus vite pour des transformations minimes. La capacité d’adaptation de vos services, telle que vous l’avez analysée, est aussi un facteur crucial. Ce changement impliquera-t-il des négociations ? Si oui, sur quels points peuvent-elles porter ? Ajoutons à cela l’urgence de la situation… Il faut parfois savoir réagir vite !
Identifiez les risques : on se pose les bonnes questions pour cerner les freins au projet. De façon plus générale, demandez-vous si le changement fait partie de la culture de votre entreprise. Quel sens les collaborateurs donnent-ils à leur travail ? Ainsi vous créerez une méthode qui « limitera la casse » en matières de résistance et de perte de productivité.

Nudge Change Theory is based on influencing peoples’ environments to make the decisions that they would want to and making it easier to do the right thing

Top 4 plays for change management

These plays provide "just enough" structure to rally the team and keep everyone on the same page. Use them to visualize and communicate why this change is important, and map out potential issues before it's too late.
Change Management
Change Management Kick-off

Don't kick things off with a meeting that could've just been an email. Use this play to craft an agenda that includes forming a problem statement, agreeing on guiding principles for rolling out the change, and crafting a communications strategy. You and your team will also decide on the sequence of events, as well as roles and responsibilities. Let's do this!
Start play
Different waves of communication
Stakeholder Communications

Open communication before, during, and after the change is critical to a successful roll-out. This play guides you through a robust communications plan that'll touch stakeholders, customers, and your team itself. You'll walk out with a matrix showing the who, when, and what communication channels you'll use.
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Paper with a blue circular background
End-to-end Demo

This play is all about visualizing your proposed change management process and getting feedback on every stage. For best results, go into this activity with a growth mindset and don't get discouraged when gaps or problems are pointed out. Don't hate, just iterate!
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three circles intertwined
Dependency Mapping

Any change complex enough to need change management is bound to have a pile of dependencies to sort through. Why not start by mapping them out? You'll work with your team to identify the systems or people affected, brainstorm risks, and understand how they're all connected so you can form a plan to manage it all.
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Hoshin Kanri is the most powerful tool to get everyone on board and aligned behind your company strategy. It is the Lean methodology for strategy deployment and continuous improvement at the organizational level. Everything I say in this article about Lean applies equally to Agile. These are different approaches to achieving the same end. The main difference is that Agile appeared as an evolution of Lean to tackle main problems in software development. Lean, instead covers the whole organization, including software development too. Global Competition In this world of truly global competition, technology disruption and volatility, there is an ever-changing

+David Anderson first formulated the Foundational Principles of Kanban a few years ago:

Start with what you do now
Agree to pursue incremental, evolutionary change
Respect the current process, roles, responsibilities & titles

I like that. It makes clear that Kanban is about changing your process (it isn't a process) and also that it's about changing your process in an evolutionary way - step by step, with a viable generation after each significant change.