It is not about seeing if the techies or product people are right and who gets their way. The issue is not getting managers «go through the hoop» of what we want to do or use subterfuge to get ahead without their full understanding so they don’t bother us. We should not aim to win a battle or the war.
I do not want it to just look like we change and we all improve. I want the improvement to be real and lasting. And that only happens if it is done in collaboration.
I believe in the path of dialogue, with a lot of pedagogical effort, with transparency (and care) even if it hurts a bit sometimes. It’s much longer, tedious, slow and sometimes frustrating but it’s more natural and I think it’s also more sustainable.
Because «unlearning» is a slow process. Getting people to internalize concepts is not the same as explaining them. I am the first to sometimes despair with some attitude or to re-explain a concept for the twenty-sixth time, but you have to breathe and have empathy. Not everyone has the same focus that we have and it is expected from us as Scrum Masters to do what is needed in order to continuously introduce new concepts and improvements.
The effort, in my opinion, is worth it. I have seen people defend now a process and mindset that I would have never imagined at the beginning they would. I have heard some managers, when I was honestly not expecting it, to make very interesting reflections about the changes we are making and the roles. And I think that this is only possible because I have never smashed them with the brick of agility in their head but we have made a constant effort to explain, demonstrate and allow others to follow their own process … but always step by step and from an attitude of active listening, collaboration and a lot of respect.