Organizational change is a key aspect of most organizations, especially those using Scrum and Agile methodologies. It’s an ongoing process aimed at improving efficiency and effectiveness, often involving a shift in company culture, structure, or strategy. As an Advanced Certified ScrumMaster (A-CSM), you are expected to be proficient in catalyzing changes in your organization. There are multiple approaches to motivating this shift, and today we will be discussing two such approaches – the Structural approach and the People-Centered approach.
Structural Approach
The structural approach is driven by the belief that change can be brought about through modifications in the company’s structure, strategy and operational methods. Here, the focus is on tangible elements such as rules, roles, and responsibilities. We will describe two main models under this category, the Kurt Lewin model, and the John Kotter model.
- Kurt Lewin’s Change Management Model: Lewin proposed a three-stage model for change – ‘Unfreeze-Change-Refreeze.’ ‘Unfreeze’ involves understanding the necessity for change and preparing the organization for it. The ‘Change’ stage involves the actual execution of changes. ‘Refreeze’ is the final stage where the changes are solidified in the organization and become the new norm.
- John Kotter’s 8-Step Process for Leading Change: This model offers a step-by-step guide to the change process. It involves creating a sense of urgency for change, forming a powerful coalition, creating a vision for change, communicating the vision, removing obstacles, creating short-term wins, building on the change and anchoring the change into the culture of the organization.
| Kurt Lewin Model | John Kotter Model | |
|---|---|---|
| Focus | Unfreeze-Change-Refreeze | 8 steps to initiating and implementing change |
| Key Advantage | Provides a simple and understandable model for change | Offers a detailed roadmap for change |
People-Centered Approach
The People-Centered approach places emphasis on the individuals who make up the organization. It seeks to handle the human aspects of change, acknowledging the fact that people’s behaviour, attitudes, and interactions heavily influence the success of any change process. Here, we discuss the ADKAR Model and the Virginia Satir Change Process Model.
- ADKAR Model: Stands for Awareness, Desire, Knowledge, Ability and Reinforcement. This model is based on the understanding that successful change occurs when these five elements are addressed. Awareness involves understanding the need for change. Desire is the motivation to support and participate in the change. Knowledge involves knowing how to change. Ability is the realization of the change. Finally, Reinforcement involves measures to make the change stick.
- Virginia Satir Change Process Model: This model emphasizes addressing the human emotional response to change. It involves five phases – Late Status Quo, Resistance, Chaos, Integration and New Status Quo. The model calls for leaders to provide safety, provide the possibility of success, design structures for implementation and encourage improvement and reinforcement.
| ADKAR Model | Virginia Satir Model | |
|---|---|---|
| Focus | Individual change and growth | Emotional response to change and growth |
| Key Advantage | Highlights the role of individual change in the success of organizational change | Targets the emotional element of change |
Choosing the right approach
Remember, every organization is unique and has its unique set of challenges. Choosing the right approach depends on a variety of factors. As an A-CSM, your ability to drive organizational change can tremendously impact not only the success rates of your projects, but also the overall agility and performance of your organization. Learning and understanding these approaches to catalyzing change will certainly be a great asset on your Scrum mastery journey.
Practice Test
True or False: The Advanced Certified ScrumMaster (A-CSM) certification emphasizes on the importance of different approaches for catalyzing organizational change.
- True
- False
Answer: True
Explanation: The A-CSM certification covers in-depth knowledge of leadership skills, team dynamics, resolution of conflicts, and different approaches to catalyze organizational change.
Which of the below are approaches for catalyzing organizational change?
- a) Agile transformation
- b) Disruptive innovation
- c) Six Sigma
- d) Lean management.
Answer: All of the above
Explanation: All these are considered viable approaches for catalyzing organizational change, each with their unique focus.
True or False: Agile transformation is one effective approach for catalyzing organizational change in a software development company.
- True
- False
Answer: True
Explanation: Agile transformation helps in promoting the adoption of agile methodologies across the organization, facilitating effective and responsive change.
Agile transformation and Lean management approach to change are identical. Is this statement true or false?
- True
- False
Answer: False
Explanation: Agile transformation and Lean management are distinct approaches. While Agile focuses on iterative improvements and adaptability, Lean centers around maximizing customer value while minimizing waste.
A gradual and less risky approach to catalyze organizational change is ________.
- a) Disruptive innovation
- b) Iterative change
- c) Sudden change
- d) None of the above
Answer: b) Iterative change
Explanation: Iterative change refers to gradual and less risky changes, implemented in cycles to allow regular feedback, adjustments, and improvements.
The Six Sigma approach to catalyzing organizational change is about removing failures and minimizing variability. True or False?
- True
- False
Answer: True
Explanation: Six Sigma is a disciplined, statistical-based, data-driven approach and continuous improvement methodology for eliminating defects in a product, process, or service.
Which of these is NOT a factor considered in change management?
- a) Organizational culture
- b) Financial stability of the organization
- c) Underlying technologies
- d) Employee satisfaction
Answer: b) Financial stability of the organization
Explanation: While financial stability may overall affect the organization, it is not directly a factor considered when managing or planning change.
True or False: The adoption of One Team Approach is an effective approach for catalyzing organizational change.
- True
- False
Answer: True
Explanation: One Team Approach emphasizes on removing silos in the organization and encouraging cross-functional cooperation, promoting overall organizational change.
Which of these is NOT an approach for catalyzing organizational change?
- a) Agile transformation
- b) Six Sigma
- c) Process mapping
- d) Waterfall methodology
Answer: d) Waterfall methodology
Explanation: Waterfall Methodology is a sequential design process, used in software development processes; it is not an approach used to catalyze organizational change.
The “disruptive innovation” approach for catalyzing organizational change focuses on iterative and gradual changes. True or False?
- True
- False
Answer: False
Explanation: The “disruptive innovation” approach often involves radical changes that disrupt the status quo and create new markets and value networks.
Interview Questions
What are two fundamental approaches for catalyzing organizational change?
The two fundamental approaches for catalyzing organizational change are the frontal approach and the participative approach.
Define the frontal approach to the organizational change.
The frontal approach, also known as the directive approach, typically involves the top management imposing the change decision on the employees. This approach is often quick but could potentially meet with resistance, particularly from the middle and lower levels of the organization.
What is the participative approach to organizational change?
The participative approach means involving different levels of staff in decision making about changes. It may take longer to implement because it requires reaching a consensus, but it can lead to high levels of staff ownership and commitment to the changes.
How does the Scrum framework support the catalyzing of organizational change?
Scrum supports the catalyzing of organizational change by providing a feedback-driven approach to achieve the set goal. Through its principles of inspection, adaptation and transparency, it enables teams to identify necessary changes and implement them incrementally, maintaining a focus on continuous improvement.
What’s the role of an Advanced Certified ScrumMaster (A-CSM) in facilitating organizational change?
The role of an A-CSM in facilitating change is to guide and coach the Scrum team, and the broader organization, in adopting and implementing Scrum practices. The A-CSM may also play a pivotal role in fostering an atmosphere of communication and collaboration that supports change.
Why can the frontal approach cause resistance to change in an organization?
The frontal approach can cause resistance because it is often perceived as imposing. Employees may feel undervalued or overlooked if they are not involved or consulted in decisions related to changes that may directly affect their work.
What are the advantages of the participative approach in catalyzing organizational change?
The participative approach fosters greater buy-in and ownership because employees feel valued and involved in the process. This can lead to higher commitment and engagement toward implementing the changes, subsequently leading to a more successful outcome.
How does feedback contribute to catalyzing organizational change using the Scrum framework?
Feedback is a fundamental part of the Scrum framework and it contributes to catalyzing organizational change by continuously providing valuable insights about the progress towards the established goals. This facilitates improved decision-making, course corrections and adaptations, and ultimately successful organizational change.
How does transparency support change within a Scrum environment?
Transparency supports change within a Scrum environment by providing clear visibility into all aspects of the work, including progress, roadblocks, team dynamics and performance. This makes it easier to identify areas requiring change and measure the impact of implemented changes.
What role do the Scrum values play in facilitating organizational change?
Scrum values, which include courage, focus, commitment, respect, and openness, create a collaborative and transparent environment that fosters a positive approach to change. They encourage teams to embrace change as an opportunity for continuous improvement and learning.
Which Scrum Artifacts can a ScrumMaster use to facilitate organizational change?
ScrumMaster can use Scrum Artifacts like Product Backlog, Sprint Backlog and Increment to facilitate organizational change. These artifacts provide transparency, inspect & adapt opportunities to bring about the needed changes in the organization.
How can the ScrumMaster use Sprint Retrospective meetings to facilitate organizational change?
Sprint Retrospectives provide a regular opportunity to reflect on the past sprint and identify areas for improvement. This process can highlight necessary changes and also gives the team a framework to plan and implement these changes in the upcoming sprints.
How can an A-CSM demonstrate effective leadership in affecting organizational change?
An A-CSM can demonstrate effective leadership by promoting Scrum values, facilitating effective communication and collaboration, mentoring and coaching the team and the organization. Further, they can lead by example, by adopting a positive attitude towards change and demonstrating resilience in the face of obstacles.
What is the significance of the Scrum principle “adaptation” in implementing organizational change?
The principle of “adaptation” means that if an inspector identifies that one or more aspects of a process deviate outside acceptable limits and that the resulting product will be unacceptable, the process or the material being processed must be adjusted. Hence, it underlines the importance of flexibility and ability to change as necessary, which are critical for successful organizational change.
How does an A-CSM approach organizational resistance to change?
An A-CSM can approach resistance by fostering open communication, encouraging participation and buy-in, educating about the benefits of the proposed changes, and providing support throughout the transition. They can also use retrospective meeting to discuss and address concerns about changes.
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