How to Change? - Daniel Gilbert

• If you want to change, change your belief system (you won't change by simply adopting a new line of thinking; because you won't buy into it for long)
• To change your belief system, seek "changing" experiences; because your beliefs always spring up in response to your experiences.

4 Conversational Models - Susan Scott

1. Team conversations: engage individuals and teams in friction-less debates that interrogate reality and ignite dialogue around clarifying goals, solving problems, evaluating opportunities and designing strategies. 
2. Coaching conversations: engage individuals and teams in conversations that increase clarity, improve understanding as part of change management. 
3. Delegation conversations: clarify responsibilities and raise level of personal accountability, ensuring that each employee has a clear path for development, action plans are implemented, deadlines are met, goals achieved, and leaders are free to take on more complex responsibilities. 
4. Confrontation conversations: engage individuals and teams in conversations which successfully resolve attitudinal, performance or behavioural issues, naming and addressing tough challenges, provoking learning, and enriching relationships. 

Why is there resistance to change - mindmap

Courtesy - entrepreneurshipinabox.com, Paycor.com

My Experiences

============

1. Loss of individual power - Ex PMs now turned into SMs disliked the loss of exercising power in an Agile team. 
2. Loss or increase of power at org level -- Operations team feared their existence as well as loss of being able to exercise power.
3. Economic factors -- with reduced manpower, projects / products, and reduced budget, people feared an impact on their perks, forced retirement packages, redundancy packages (if not salaries per se).
4. Loss of image, prestige, etc.: For program managers, project managers that once had a handle to hire & fire, and in fact be in command about how certain things need to be within the organisation, now found themselves at the mercy of technical teams / organisational change agents, or those designing the organisational teams.
5. Resource reallocation, realignment, etc.: During early days of org design, squad, chapter, guild formations, there was lack of clarity of specific roles, how existing roles will move over to the new roles, what happens if there is no direct mapping of an existing role with new one, and especially what will be the new R&R (the mandates provided a generic outline of duties), as also how their previous R&R aligned to their contracts with the organisation would change and accommodate their aspirations. In some cases there appeared to be a too steep learning curve for some veterans.
6. Impact to personal plans: 
7. 
   

Handling bugs in Agile - Bradley Bug Chart

Should be this.

1. Is it a bug? If yes, proceed and fix it first based on priority, else get it into the product backlog.
2. If it is a bug, can it be deferred to next sprint? If no, proceed below, else move to next sprint. If it is a bug and needs to be addressed in the current sprint, then proceed below.
3. Can the bug be fixed within 2 hours? If yes, fix it and forget rest.
4. If no, then get it into the current sprint backlog and remove another item of approx size.

Mulesoft - Eric Stahl on Youtube