Change is hard and many people do not have an appetite for change. Transitioning to 敏捷 involves a lot: new thinking, processes, practices and tools.
So managers and Agile coaches provide training. They introduce the 敏捷 Manifesto and Principles. They talk about ideas like Flow, cadence and light weight documentation. They introduce new practices and language. They even share success stories of how it works in other places.
然后，组织了一些团队，教练帮助实施了新的流程，实践和工具。我们进展顺利。所有这些将导致更好的价值创造方式。
But we need to remember 敏捷 is about individuals and interactions. We have to deal with the human side of change. Training and coaching on practices is necessary and important. But we can get too caught up in practices and slight the people. When working in larger organizations like I do, this can be an even bigger problem.
在促进培训和指导的同时，尝试三件事，以帮助人们体验流程和工具如何支持交互。对人的关注将有助于培养对变革的渴望。
First, explain some benefits of an 敏捷 Transformation this way.
- 企业希望获得可预测的并提高吞吐量
- 客户希望快速交付优质产品
- 团队希望有一个良好的工作环境，他们可以在其中做出贡献并取得成功
第二，挑战人们停止做事或至少推迟做事。人们一直没有做过很多事情，特别是那些专注于综合文档，合同谈判和制定计划的组织。诀窍是帮助人们发现停止做的事情以及可以做的贡献自己的事情。
第三，倾听未说的内容，看着他们的眼睛以理解他们的恐惧和不确定性。抵抗通常来自这些情绪。有了这种理解，我们就可以更有效地应对阻力。
Foster an appetite for change in your 敏捷 transformation.
