A few weeks ago I posted about the relationship between organizational culture types defined by William Schneider in ‘The Re-Engineering Alternative” and MBTI types and temperaments. My theory is that as a change artist, whether it be an external or internal coach, can you increase the odds of creating a successful change by understanding these factors:
- organizational culture type
- type and temperament of the influential people or ‘change sponsor’
- flow of power throughout the organization
I am still learning about this and refining that theory. Here’s a quick example, suppose you, as a change artist, are brought in to transform an organization to Agile. Suppose this organization is a control culture (likes rules, process, stability, hierarchy and power) and the change sponsor (VP or Director or whoever brought in Agile, let’s call him Rick) has MBTI preferences that lend themselves to align with the attributes of a control culture.
Rick may be more likely to see ‘Agile’ as a set of processes and practices over a set of values and principles. As a change artist, an Agile Adoption approach may make more sense. ‘Adoption’ and ‘Transformation’, IMO, are different. Transformation is transforming an organization’s culture to build a learning culture or Agile mindset. Adoption is adopting Agile practices and processes for perceived benefits that are (or at least seem) concrete.
As a change artist providing a less ‘fluffy’ and values/principles approach in favour of a more pragmatic approach of a list of processes and practices with benefits, possible outcomes and an implementation plan increase the odds of a successful change. Continue reading