Change is never easy. With authority and position, we can control what people say and what people do, but we can barely control what they think, how they feel. Because of that, telling and controlling rarely work in agile transition. As an Agile Coach, we may encounter strong resistance and when we are gone, the change being enforced barely sticks.

“Awareness is an important tool in becoming more than a novice”, as Timothy Gallwey says in “The Inner Game of Tennis”. A good strategy to trigger the change from internal and make change stick is to create self-awareness and trigger the self-reflection and self-discovery process. However, according to technology adoption patterns, different people are on various degrees of acceptance of new ideas. As a wise change agent, we may need to apply different influencing strategies accordingly. What can we do specially for early adopters who tend to be more willing to try and tolerant of failure? Is there anything we need to pay attention to for the early majority who are judgmental and pragmatic? What are the influencing strategies for the late majority who are conservative and skeptical. What about people of other categories?

In this session, Daniel Teng will share thoughts and reflections on making a sticky impact, which can be summarized as ISNIPER principles. ISNIPER is an acronym for Inspiration, Specific, Network, Infection, Pressure, Empathy and Reflection. How to scale awareness from individual up to team and organization level. The principle is based on Daniel’s extensive experience in multiple years and various organizations when working with GE Healthcare, PingAn, Dianping, Baidu, HSBC since 2009, so it will be based on quite a few real stories.

Detailed information about the Webinar: "Leading change: From team to organization"

Register to participate in order to grasp the secret of leading change from team to organization!

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