I read with interest this blog post on how the emotional change curve can help you to understand how people are/will deal with the change being introduced.
What struck me is that I have experienced none of that model when introducing Agile into the organisation.
Anger? Not a sign.
Rejection? Some scepticism occasionally, but no real rejection.
My perception is that, when presented with the principles and practices of Agile development, people generally go straight to enthusiastic acceptance. Why is this, I wonder.
Is it because it requires people to be involved in the process, rather than having the change done unto them? Possibly.
Is it because Agile presents an environment so much more appealing that the one they have at present? Possibly.
I have seen people be so enthusiastic that they have started up their next project as an Agile one. In some cases before they are prepared.
So it is not so much the emotional reaction I worry about, but curbing the enthusiasm. If a team doesn’t understand the principles and has not been trained on how to put them into practice, you get Fragile, not Agile.
I have defined two primary things I need to put in place before we encourage people across the Enterprise to adopt it:
1) A training program.
2) A governance model and structure that allows teams to function in an agile way without demanding traditional status reporting and “quality assurance” by the process police. But it also needs to ensure the team are in control of what they are doing.
More on that last point in a future post