Exploring Edgar Schein's Change Management Model: A Practical Guide for Agile Coaches

Exploring Edgar Schein’s Change Management Model: A Practical Guide for Agile Coaches

In my last blog, on ADKAR + agile, we discussed, Yes, and change management. This blog continues that by exploring Edgar Schein’s Change Management Model with the hope of providing a practical guide for Agile Coaches.

Edgar Schein’s work on organizational change and the concept of the “shadow of agility” can be closely related to the ADKAR model of change management. The ADKAR model, developed by Jeff Hiatt, emphasizes the importance of awareness, desire, knowledge, ability, and reinforcement in successfully implementing change within an organization.

To address this “shadow of agility”, I suggest blending Edgar’s Schein’s change models with other change management approaches like ADKAR. To be clear, “shadow of agility” is an Open Agile Solution concept that’s worth exploring through the lenses of Edgar’s work on change management. First let’s explore it in relation to ADKAR.

One way in which the shadow of agility concept and ADKAR model can intersect is in the importance of awareness and understanding of the change being implemented. Schein’s concept of the shadow of agility highlights the importance of understanding the deeper underlying assumptions and values that drive behavior within an organization. In the context of change management, this means understanding not just the surface-level details of the change being implemented, but also the deeper motivations and values that may be driving resistance to the change.

In the ADKAR model, the first step of awareness and understanding is crucial in successfully implementing change. This step involves ensuring that all stakeholders are aware of the change and understand the reasons behind it. By incorporating a deeper understanding of the shadow of agility, change management practitioners can more effectively address the underlying motivations and values that may be driving resistance to the change, leading to a more successful and sustainable adoption of the change.

In his work on organizational culture and leadership, Edgar Schein often discusses the concept of the “shadow” — the unconscious and often suppressed aspects of an organization that can have a significant impact on its behavior and performance. In the context of agility, the shadow of agility refers to the hidden or overlooked factors that can prevent an organization from fully embracing and realizing the benefits of an agile mindset and approach.

One example of the shadow of agility is the tendency for organizations to focus on the surface-level practices of agility, such as adopting agile methodologies or frameworks, without addressing the deeper cultural and organizational changes that are necessary for true agility. As Schein writes in his book “Humble Inquiry: The Gentle Art of Asking Instead of Telling,” “Agility requires a culture of trust and collaboration, and these must be built from the ground up, not assumed to exist because a new methodology has been adopted.”

Another aspect of the shadow of agility is the fear of change and the resistance that it can generate within an organization. As Schein notes in his book “The Corporate Culture Survival Guide,” “The fear of change is the most fundamental fear in human beings, and it is the root of all resistance.” In order to effectively implement agility, organizations must not only address this fear, but also actively encourage and support a culture of continuous learning and improvement.

Finally, the shadow of agility can also be seen in the misalignment between an organization’s values and practices. As Schein writes in his book “Organizational Culture and Leadership,” “An organization’s values are the foundation of its culture and provide the standards against which all behaviors are judged.” When an organization’s values do not align with its agile practices, it can create confusion, mistrust, and ultimately undermine the effectiveness of the organization’s agile efforts.

Overall, the shadow of agility represents the complex and often unconscious factors that can impact an organization’s ability to fully embrace and realize the benefits of agility. By understanding and addressing these factors, organizations can more effectively adopt and sustain an agile mindset and approach.

Here’s some deeper thougths on the shadow of agility in relation to organizaitonal change. Next, we’ll get to the heart of this and apply some tips:

• Organizational culture is the pattern of basic assumptions that a group has invented, discovered, or developed in learning to cope with its problems of external adaptation and internal integration, and that have worked well enough to be considered valid and therefore to be taught to new members as the correct way to perceive, think, and feel in relation to those problems.” (Source: “Organizational Culture and Leadership”, page 15)

• “In any organization, the basic assumptions that are shared by members are not always explicit or conscious, but they are the foundation on which the organization’s culture rests. These assumptions are the ‘taken-for-granted’ aspects of culture that are often the hardest to see and change.” (Source: “Organizational Culture and Leadership”, page 18)

• “The concept of the culture of a group or organization can be used to analyze how the group or organization functions and how change can be managed. Culture is the collective programming of the mind which distinguishes the members of one group or category of people from another. Culture is the set of basic assumptions, values, and beliefs shared by the members of an organization that shape their perception of reality and guide their behavior.” (Source: “Organizational Culture: Theorizing and Empirical Findings”, page 7)

Now that we’ve connected the concepts, let’s yes, and ADKAR by exploring the practical tips from Edgar’s work:

As agile coaches, we are constantly faced with the challenge of leading and managing change in organizations. One model that has proven to be particularly useful in this context is Edgar Schein’s model of change management.

In this blog post, we will explore Schein’s model and provide a practical guide for agile coaches on how to apply it in their work.

What is Edgar Schein’s Change Management Model?

Edgar Schein is a well-known organizational psychologist who developed a model for managing change in organizations. His model is based on the idea that change is a process that involves both individuals and the organization as a whole.

According to Schein, there are three levels of change:

1. Behavioral change: This refers to the changes in behavior that individuals go through as they adopt new ways of working.

2. Group change: This refers to the changes that occur at the group level, as teams adopt new processes and practices.

3. Cultural change: This refers to the changes that occur at the organizational level, as the organization’s values, beliefs, and norms shift to support the new way of working.

In order to effectively manage change, Schein suggests that we need to address all three levels.

Practical Steps for Agile Coaches:

So, how can agile coaches apply Schein’s model in their work? Here are some practical steps to consider:

1. Start with the why: It’s important to clearly communicate the purpose and benefits of the change to all stakeholders. This will help to build buy-in and commitment to the change.

2. Engage with individuals: Change is always personal, so it’s important to take the time to engage with individuals and understand their concerns and needs. This could involve having one-on-one conversations, conducting surveys, or hosting workshops.

3. Focus on the group: Change doesn’t happen in isolation, so it’s important to focus on the group level as well. This could involve facilitating team meetings, hosting hackathons, or facilitating agile ceremonies to help teams adopt new practices.

4. Address the cultural level: Finally, it’s important to address the cultural level

DALL·E 2023–01–04 22.21.40 — change management as painted by carl jung for an illustration of his redbook