Differences

This shows you the differences between two versions of the page.

--- i_delegate_this_transformation_to_you [2018/11/28 18:56] – Made safe. hpsamios
+++ leadership_delegates_the_transformation_to_others_anti-pattern [2020/06/02 14:22] (current) – external edit 127.0.0.1
@@ Line 1: / Line 1: @@
-====== I Delegate This Transformation To You ... ======
+====== Leadership Delegates the Transformation to Others (Anti-pattern) ======
+Or "I Delegate This Transformation To You ..."
 ====== Consumer ======
@@ Line 32: / Line 34: @@
 ====== (Potential) Remedies ======
+Take the time to help management and supervisors understand that they need to lean in. Many will interpret agile / lean words based on their current frame of reference which is the more "scientific", "plan-based" approach. But people can be shown that its not "business as usual".
+  - Make learning for management and supervisors experiential so that it is hard to just to think they know they already know this. For example, a portfolio prioritization workshop using their data will help them understand WIP and capacity limitations.
+  - Signal that the new learning is different to business as usual. This can be done with standard facilitation tools (eg no powerpoints, postit based activities) but also more subtly by mixing up expectations (eg invite a guest speaker, use the backward bike)
+  - When you have time with management / supervisors part of your goal should be to set up time for the next learning.
+In general once management understands the problem you will be able to ask them to lean in more effectively:
   - Allocate real time learn about the new approach. Insist on specific learning outcomes so you do not feel the time is wasted.
   - Go and see people that are actually working in the new way, ask questions.
   - Work with a coach as mentor on the real problems that you are facing today.
   - Do it. Really do it.
-  - Start transformation with management first.
+While it might not always be possible to hit a home run with management straight away, you should start the transformation with management as a key early component.
 ====== Examples ======
@@ Line 51: / Line 62: @@
 ====== Want To Know More? ======
+  * Source: [[what_kinds_of_problems_do_you_typically_see_as_the_organization_transforms_to_agile_lean|What Kinds of Problems Do you Typically See As The Organization Transforms to Agile / Lean?]]
-{{tag>AntiPatterns Smells Organization}}
+{{tag>AntiPatterns Smells Leadership}}