HACKING THE HUMAN SYSTEM: A BEGINNER'S GUIDE TO ORG CHANGE: Change is hard, and sustainable organizational change often seems nearly impossible. And yet in these times of rapidly shifting technology, and chaotic markets, the ability to change is a core skill every organization needs.
While change efforts can improve the lives of the people, and become a key competitive advantage, they can easily devolve into methodology wars, and cynicism about the "change program of the month." The difference between the two can usually be traced back to our thinking about how change occurs, and therefore what we try to change, and how we try to change it. A better understanding can help us focus our efforts where it really matters and achieve better results.
Bob is an expert on organizational change and the author of Agile Business: A Leader's Guide to Harnessing Complexity. Bob spoke at one of our past events held in NYC at Rakuten Marketing for Scaling Agile NYC meetup group. Bob started the presentation off by recounting a few examples of people and systems that have “hit the bottom” and how they recovered. The point with all 3 examples was that once they hit bottom, the only way they recovered was by changing their behavior. A unique aspect of this presentation was that it applied to changing broken methods and dysfunctional habits at both the work-place and in one’s personal life. This wasn’t a straight software development methodology based discussion.
He also discussed a new approach to thinking about a habit you want to stop: Learn to appreciate it. Once you get to the root of why you appreciate it and thus what makes it rewarding, you can replace that reward with something less destructive or more productive. It was a new approach to a very common predicament with wide applicability. This was evidenced in the opening discussion we had about applying this method to a personal habit we want break.
• Create and focus on your value streams and stable teams
• Establish a cadence
• Minimize work in progress
• Don’t be afraid to say “I don’t know”
1. Accept that the transition through hybrid methodologies can take a long time
2. Approach change from all angles – from the top and from the bottom
3. Let teams adapt rather than focus on standardizing a process
• About The Speaker:
Bob Gower is an author and consultant who is passionate about creating more responsive organizations.
Bob spent more than 15 years leading creative teams, as design director at the SF Examiner, and helping to build early digital presences for MSNBC, Elance, Newsweek, and several other properties.
After receiving an MBA in Sustainable Management from the Presidio Graduate School, Bob managed products for Silicon Valley startups, including MaestroConference and Genius Inc. And then worked for several years as an agile coach at Rally Software, where he helped Ford, Travelers, SunTrust, and many other companies, apply agile and lean principles at scale.
Bob recently joined Undercurrent (undercurrent.com), an innovative consultancy in New York and LA, that believes organizations need a new operating system to thrive in current markets.
Bob is the author of the bestselling book "Agile Business: A Leader’s Guide to Harnessing Complexity," and publishes regularly on medium.com and at bobgower.com, where he writes on leadership, new technologies, agile, lean, complexity, and more.