Rethink?? Part 2 of a 2 Part Blog

Rethink Everything? – Part 2

Following on from Part 1 (Which you can find here) where we shared the first two steps in the Immunity to Change matrix, we now explore steps 3 and 4 and provide a 5th step to consider….

Step 3 “I am too busy to change”

Within every organisation, there is limited supply of resources and people, and of course the activities that the organisation views as having a higher priority than the commitment to change. These form the natural defence mechanisms to change, the old “ too busy to change” mantra rears its head or project X is our flag ship project so it required all our focus. These are the hidden competing commitments/activities that re-enforce the organisation “immunity to change”.

Continuing with the example, the leadership might explore what are the hidden competing activities are and flag the following.

  • We are committed to not sharing information, as we don’t want our co-workers to succeed.
  • We are committed to the attending every meeting we are invited to , so that we are always too busy
  • We are committed to following process that have no value
  • We are committed to do what has always been done as that is just the way it is
  • We are committed to blame others to protect ourselves

Step 4 “The oh-yeah moment”

The final and most challenging step, at this point we need to highlight the “Big Assumption” the underlying belief/beliefs that underpins the hidden competing commitment. Identify the underlying beliefs and assumptions that have such a powerful influence within the organisation that prevents us from achieving the commitment


Time to look at the “Big Assumption” Step 4, what has the example organisation done in the past to prevent that improvement goal. This might highlight the following things

  • It is “dog eat dog” culture, where co-workers are encouraged to win , providing someone else fails.
  • Information is a valuable commodity within the organisation , sharing information lessens the worker’s value to the organisation
  • Failure is not okay and will not be tolerated within the organisation


So now you are wondering what this has to do with “Rethink Everything” or Innodev. Imagine I add an extra step generate experiments or actions to “immunity to change”

Step 5 “ Experiments or follow-on actions”

With the fifth step, the model can be used as a powerful retrospective to explore the impediments that stopped the organisation achieve its  goal or create a shared understanding of why organisational change is hindered in delivering its objectives  

The leadership team needs to address the hidden commitments from step 4, if transformation of the culture is to occur. So lets choose one of the hidden beliefs , “ Failure is not okay and will not be tolerated within organisation” and consider what experiment could be run to remove this. A simple one is to celebrate or promote a failure ,and acknowledge the learnings from it.

Also if Information is seen as commodity to be shared then incentivised teams to collaborate by using the “Measure up” approach , that is don’t give incentives to individuals or teams , base it on a program level so that all teams within that program receive the same incentive, this encourages teams to work together and share knowledge.

The X-ray model isn’t Scrum or Agile focused, I am pretty sure that the word Agile is not mentioned in the book at all. However, at Innodev, our consultants don’t just focus on one speciality to resolve an issue, we challenge ourselves to look at problems from a different perspective, thinking outside the box, and look to use the best tools to provide the customer with the best outcomes.

We also challenge you to face the beliefs and assumptions that hinder you taking your organisation to the next level. Don’t just do the same things over and over, because that is always been the way it is done..Face your Immunity to change!!

David Clifford

David Clifford

Whether the project be waterfall or agile , David promotes a collaborative work environment to successfully deliver outcomes and value to the business. 

As a seasoned Project Manager, David has achieved success on his projects through open communication, empowerment of the project team and working side to side with the business.

As an experienced Scrum Master, David has provided guidance and coaching to development teams using the Scrum Framework. David works hard to ensure that all levels of the business (from executives to end users) understand the "Agile Mindset" and the values and principles as well as dispel the Agile myths and pre-conceived ideas.

David's aim is to continue to develop his understanding of "Being Agile" rather than "Doing Agile", building his Agile knowledge, to facilitate the adoption of Agile values and principles within organisations.