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Dec 09, 2019 2020-04-08 7:40Robust Theme
Navigating Cognitive Dissonance in Leadership Teams: An Agile Coach's Perspective on Organizational Change
By Kumar Dattatreyan
As an agile coach with over 30 years of experience in leadership development and organizational change, I've witnessed firsthand the challenges that cognitive dissonance can create within executive teams during times of transformation. This post explores the impact of cognitive dissonance on organizational alignment and offers strategies for coaches to help leadership teams overcome these hurdles and achieve transformational change.
What is Cognitive Dissonance?
Cognitive dissonance occurs when leaders hold conflicting beliefs or when new information challenges their existing mental models. In the context of agile transformations and business modernization, this often manifests as resistance to change, difficulty in embracing new leadership paradigms, or reluctance to fully commit to agile principles while clinging to traditional management practices. It may also manifest in leaders saying the right things but resorting to old behaviors that contradict what they purport to support.
For instance, a C-suite team might intellectually understand the need for implementing an agile, servant-led approach but struggle emotionally with the implications of losing their traditional command-and-control structure. This disconnect between understanding and emotion can lead to decision paralysis and inconsistent messaging to the rest of the organization.
The Agile Coach's Role in Addressing Cognitive Dissonance
As agile coaches, our primary role is to create a psychologically safe space for leaders to explore and reconcile these conflicting beliefs. Here are some strategies I've found effective:
1. Acknowledge and Normalize:
Start by openly discussing cognitive dissonance in leadership. Help executives understand that this discomfort is a natural part of the change management process. Executives may not like to hear what you have to say, but not providing a way to mirror what you see can hinder or halt any potential progress with the transformation. It is sometimes helpful to show case studies from various industries that illustrate that this is a common challenge to be overcome.
2. Facilitate Perspective-Taking:
Encourage leaders to view organizational change from multiple stakeholder perspectives—employees, customers, and competitors. This broadened perspective often helps reduce the intensity of personal dissonance and fosters strategic thinking. It also helps leaders think in a more "systems" way, forcing them into the seat of other perspectives.
3. Connect to Core Values and Organizational Culture:
Guide the team in exploring how the proposed changes align with the organization's core values, mission, and culture. This can help bridge the gap between old and new beliefs and support cultural transformation.
4. Use Data-Driven Insights and Business Analytics:
Present clear, compelling evidence for change. Utilize tools like Agility Surveys or Employee surveys to provide objective measurements of organizational agility and highlight areas for improvement. Bolster this with data from competitors that have made the transition.
5. Employ Collaborative Problem-Solving and Team Alignment:
Engage the executive team in collectively addressing challenges through techniques like SORI™ or SWAT. Value Stream Mapping is another great way to align a team on how value is generated and the constraints that get in the way. This shared experience can foster leadership alignment and reduce individual resistance to change.
6. Work with leaders 1:1 and DO NOT employ a problem-centric approach:
What is a problem-centric approach? Based on research by Dr. Van Oosten, It's an approach that focuses mainly on the "problems to solve." This can be limiting because:
- It immediately activates what's called a "negative emotional attractor" in the individual.
- It can shut down the client neurologically and physiologically.
- It may induce feelings of guilt, pressure, or lack of confidence.
- It activates an analytic network in the brain, which, while useful in some contexts, is not conducive to growth, development, and adaptation.
Instead, Dr. Van Oosten suggests starting with building a resonant relationship, exploring the leader's ideal self, and focusing on positive emotions and aspirations. This approach is more likely to activate a "positive emotional attractor" and create an environment conducive to sustained change and growth.
Developing resonant relationships with your coaching clients is not something many agile coaches do, but it should be! Unfortunately, many focus on the patterns and practices of agile and forget the "people" we're meant to serve.
Case Study: Overcoming Dissonance in a Large-Scale Agile Transformation
In a recent engagement with a manufacturing client in a tech division of over 1200 people, we faced significant cognitive dissonance within the leadership team regarding the implementation of Agile ways of working. The executives understood the theoretical benefits but struggled with the practical implications of their traditional project management approach.
We started with individual coaching sessions to understand each leader's perspective and concerns. Then, in group sessions, we used a combination of agile training, data analysis from previous successful implementations, and collaborative workshops to address their concerns.
A breakthrough came when we conducted a "futurespective" visioning exercise, a key tool in strategic foresight. By imagining their ideal organization three years in the future and working backward, the team was able to see the proposed changes not as a threat to their current success but as a path to even greater achievements and sustainable growth.
The Power of Gradual Exposure and Reflective Practice
One key learning from this experience was the importance of gradually introducing change concepts. We broke down the transformation into an iterative process, allowing time for reflection and integration between each iteration of change and enhancing learning agility along the way. We used an agile approach to help facilitate more effective change.
After each iteration, we held reflection sessions where leaders could openly discuss their struggles and successes. This iterative process allowed for continuous alignment and adjustment, reducing overall resistance and supporting adaptive leadership.
Building a Culture of Adaptability and Continuous Learning
Ultimately, our goal as agile coaches is not just to resolve immediate conflicts but to build a leadership culture that's more adaptable to change. This involves:
1. Encouraging ongoing learning and curiosity through leadership development programs
2. Fostering psychological safety within the team to support open dialogue
3. Developing skills in systems thinking and scenario planning for strategic foresight
4. Practicing transparent communication about challenges and uncertainties
5. Implementing Kanban and flow metrics to improve visibility and decision-making
Cognitive dissonance within leadership teams can be a significant barrier to organizational change and agile transformation, but it also presents an opportunity for growth and alignment. By acknowledging dissonance, creating safe spaces for exploration, and employing evidence-based coaching strategies that gradually shift perspectives, agile coaches can help leadership teams not only overcome current challenges but also build resilience for future changes.
The goal isn't to eliminate cognitive dissonance entirely – some level of discomfort is often necessary for growth and innovation. Instead, we aim to equip leaders with the tools to navigate this dissonance productively, turning potential conflicts into catalysts for positive change and organizational effectiveness.
As agile coaches specializing in organizational change and leadership development, our role is to guide, support, and sometimes challenge our clients, always with the aim of helping them achieve their highest potential and drive business success. By addressing cognitive dissonance head-on, we can help create more aligned, effective, and adaptable leadership teams ready to lead their organizations into the future of work.
If you'd like to chat with me about some of the ideas presented here, please book a slot: https://tidycal.com/coachkumar/15-minute-meeting