THE HARDER YOU PUSH, THE HARDER THE SYSTEM PUSHES BACK.

EMILIANO SOLDI – STEFANO LUCANTONI

As Agile Coacheswe address severalchallenges to help organizations on

their path to change

CHANGE

THE DANCE OF SHIVA

CHAPTER ONE

HOW MANY CHANGE

AGENTS ARE NEEDED TO

CHANGE A LIGHTBULB?

JUST ONE!

BUT THE LIGHTBULB MUST

WANT TO BE CHANGED

BERLIN WALL FALL

NOVEMBER 9TH 1989

Motore dell'innovazione è l'Etica, cioè il desiderio sincero e forte di servire l'uomo.

WHAT IS CHALLENGING

THE STATUS QUO?

The SATIR Change Model

Change happens primarily at the individual level.

In order for a group or organization to change, all the individuals within that group or organization must change.

This means that in order to affect change in our organizations, businesses and communities, we must first understand how to affectindividual change.

WHEN CHANGE HAPPENS?!

Are you speaking to me?

Do you really want me to change???

Resistance to Change

Change can be disorienting, creating stress and anxiety for many people.

First reaction is to try to avoid the change, often this occurs being passive.

Others will resist the change through tactics such as negativity, destructive criticism and, in extreme cases, sabotage.

«PEOPLE DON’T RESIST CHANGE.THEY RESIST BEING CHANGED!»

- PETER SENGE

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CHAPTER TWO

Copyright Prosci 2014. All rights reserved.

THE KOTTER MODELSAccelerate’s 8-Step Process

A well structured hierarchy, with heavy managerial

processes can produce reliable and efficient results

on a weekly, quarterly or annual basis.

Such an operating system lets people do

what they know how to do,

exceptionally well.

THE FUNCTIONAL HIERARCHY (OPERATING SYSTEM 1)

WHAT WE NEED IS A SECOND OPERATION SYSTEM, WHICH IS ORGANIZED LIKE A NETWORK NEXT

TO THE EXISTING HIERARCHY.

THAT SECOND OPERATING SYSTEM, IS DEVOTED TO

THE DESIGN AND IMPLEMENTATION OF CHANGE STRATEGY, THAT USES AN AGILE, NETWORK-LIKE STRUCTURE

AND A VERY DIFFERENT APPROACHES.

FUNC

TION

ALHI

ERAR

CHY C

ROSSFUNCTIONAL

TEAM

S

IT COMPLEMENTS, RATHER THAN OVERBURDENS THE HIERARCHY, THUS FREEING THE LATTER TO DO WHAT IT’S OPTIMIZED TO DO.

IT ACTUALLY MAKES ENTERPRISES EASIER TO RUN

AND ACCELERATES STRATEGIC CHANGE.

MANY CHANGE AGENTS, NOT JUST

THE USUAL FEW APPOINTEES

A WANT-TO AND A GET-TO, NOT JUST A HAVE-TO, MIND-SET

HEAD AND HEART, NOT JUST HEAD

FacilitationCreating space in order for

people to self-organize

CHAPTER THREE

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REINVENTING FACILITATION

WITH A NEW METAPHOR

HOST LEADERSHIP

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Inviter

Initiator

SIX NEW ROLES OF ENGAGEMENT

Gate Keeper

Space-creator

Co-participator

Connector

FOUR POSITIONS FOR THE DANCE OF THE HOST LEADER

“In the spotlight” Up front, in full view

“With the guests”Public, yet intimate

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Stepping forward Stepping back

“In the gallery” Overview

“In the kitchen”Private, intimate

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Hosting yes… but hosting what?

Let’s see spacesto open and hold

in a new way!

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We definitely need to create space for collaborationso that everyone can effectively contribute to change

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