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Michael became a Certified Scrum Master (CSM) in 2004 and is huge advocate of better (XP) engineering practices since discovering unit testing in 2001. Michael has a B.A.Sc. from University of Toronto in Engineering Science and a M.Sc. from U.B.C. in Computer Science. He has presented at Agile Tour Toronto and the XPToronto/Agile User group on Scrum and XP. His is also an active member of the Agile community and co-organizer of Agile Tour Toronto. Michael lives and works in Toronto, Canada, as an independent Agile and Lean coach, consultant and trainer. Michael is a DZone MVB and is not an employee of DZone and has posted 88 posts at DZone. You can read more from them at their website. View Full User Profile

How Change Initiatives Damage Organizations and Fail

05.16.2013
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Change Initiative - ForcesA simple (and misunderstood) way people think of their change initiative like this:

Their organization is just sitting there, ready to change in wonderful ways. We just have to tell people how great our new initiative is and they will be lining up to learn more and make things happen. Right?

Unfortunately, organizations are complex adaptive systems with their own dynamics and forces at play.

Note: we could be talking about the whole organization, a group, or a team here.

Forces Acting on an Organization

In the following diagram, I will use the word Culture to capture the existing forces at play in an organization. The real situation will be of course much more complex with various attractors influencing the system in different ways, but this will reveal the essence of what I have seen with change initiatives around Agile.

Forces on Org Change

Some remarks on the diagram:

  1. It is difficult for a change initiative to make real progress if it runs against the culture of the organizations (as is usually the case with Agile). It’s like trying to roll a giant boulder up hill.
  2. When forces pull an object in different directions, the object is under tension. Too much tension and the organization will be damaged (red squiggles). So, when you notice resistance, applying more force will damage your organization. A few weeks ago, this simple explanation helped a client reduce tension by shifting the blue rather than adding more green.
  3. The change initiative will eventually fail. Why? Energy is required to keep the change initiative going. Eventually, people will just declare victory or give up and move on to the next initiative. At this point the boulder rolls down the hill, crushing supporters of the initiative on the way.

Rolling Rocks Downhill

Rolling down hill - culture A much better way to go about this is to forget about change strategies and work on an organization’s culture so that it moves the organization towards the desired outcome without conflict. This is of course a vastly simplified version of reality, but it helps us stop and consider the root cause of dynamics and forces in an organization.

Acknowledgments

There is a great exercise on force-field analysis called “May the Forces Be With You” that I learned from The big book of humorous training games.

Olivier Lafontan wrote the insightful post Being an Agile transition coach feels like Sisyphus that inspired the boulder in my narrative.

The phrase “Rolling Rocks Downhill” came to mind from Clarke Ching’s new book by that title.

Published at DZone with permission of Michael Sahota, author and DZone MVB. (source)

(Note: Opinions expressed in this article and its replies are the opinions of their respective authors and not those of DZone, Inc.)

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