Change Agility Quotes

Shaping the company's future requires a board that fosters a culture of innovation and agility to adapt to changing market conditions.

Life’s beauty is inseparable from its fragility.

The most effective way to transform your life, therefore, is not by quitting your job and moving to an ashram, but, to paraphrase Teddy Roosevelt, by doing what you can, with what you have, where you are.

When we show up fully, with awareness and acceptance, even the worst demons usually back down. Simply

We still don’t like the things we don’t like –we just cease to be at war with them. And once the war is over, change can begin.

Fast-changing environments drive new opportunities and gaps. Agility means finding those gaps and exploring them.

Incremental climate adaptation needs to shift to exponential climate adaptation.

Business people need to understand the psychology of risk more than the mathematics of risk.

Secrets hidden at the heart of midnight are simply waiting to be dragged to the light, as, on some unlucky high noon, they always are. But secrets shrouded in the glare of candor are bound to defeat even the most determined and agile inspector for the light is always changing and proves that the eye cannot be trusted.

The parent who praises a child’s accomplishment by saying, ‘You studied hard!’ promotes a growth mindset. The parent who says, ‘Look at your A, son! You’re a genius!’ promotes a fixed mindset.

Courage is not an absence of fear; courage is fear walking.

In today's interconnected and rapidly changing world, boards of directors must prioritize ensuring their companies possess agility in response to global phenomena.

The neurons that do expire are the ones that made imitation possible. When you are capable of skillful imitation, the sweep of choices before you is too large; but when your brain loses its spare capacity, and along with it some agility, some joy in winging it, and the ambition to do things that don't suit it, then you finally have to settle down to do well the few things that your brain really can do well--the rest no longer seems pressing and distracting, because it is now permanently out of reach. The feeling that you are stupider than you were is what finally interests you in the really complex subjects of life: in change, in experience, in the ways other people have adjusted to disappointment and narrowed ability. You realize that you are no prodigy, your shoulders relax, and you begin to look around you, seeing local color unrivaled by blue glows of algebra and abstraction.

Psychological pseudoscience dies hard, especially when there are commercial interests at stake.

Physically agile, this squishy strategist and tentacled tactician uses its intelligence and agency to intuit situations, anticipate outcomes, invent solutions, and improvise, remaining relevant for nearly 300 million years.

Our contract with life is a contract that is brokered with fragility, and with sadness, and with anxiety. And if we’re going to authentically and meaningfully be in this world, we cannot focus on one dimension of life and expect that focusing on that dimension is going to then give us a well-rounded life.

Staying emotionally agile requires us to find the equilibrium between overcompetence on the one hand and overchallenge on the other. This is the teeter-totter principle.

Leaders need to correct for cognitive biases the way a sharpshooter corrects for wind velocity or a yachtsman corrects for the tide.

Leaders need to sacrifice "power-over" to get "power-to".

Emotional agility is about loosening up, calming down, and living with more intention. It’s about choosing how you’ll respond to your emotional warning system.

Who’s in charge—the thinker or the thought?” Are we managing our own lives according to our own values and what is important to us, or are we simply being carried along by the tide?

In looking for the right places to make these tiny changes, there are three broad areas of opportunity. You can tweak your beliefs—or what psychologists call your mindset; you can tweak your motivations; and you can tweak your habits. When we learn how to make small changes in each of these areas, we set ourselves up to make profound, lasting change over the course of our lives.

Life is full of diving boards and other precipices, but, as we’ve seen throughout this discussion of emotional agility, making the leap is not about ignoring, fixing, fighting, or controlling fear—or anything else you might be experiencing. Rather, it’s about accepting and noticing all your emotions and thoughts, viewing even the most powerful of them with compassion and curiosity, and then choosing courage over comfort in order to do whatever you’ve determined is most important to you. Courage, once again, is not the absence of fear. Courage is fear walking—or

Perhaps you thought that “getting it working” was the first order of business for a professional developer. I hope by now, however, that this book has disabused you of that idea. The functionality that you create today has a good chance of changing in the next release, but the readability of your code will have a profound effect on all the changes that will ever be made.

Mindfulness requires being a beginner. Setting absurdly high-standards, and being unwilling to be a novice, are the joint enemies of personal progress and change. Nobody benchpresses 100 kilos the first time they enter a gym.

Perhaps the best term to describe living at the edge of our ability, thriving and flourishing, being challenged but not overwhelmed, is simply “whelmed.” And a key part of being whelmed lies in being selective in our commitments, which means taking on the challenges that really speak to you and that emerge from an awareness of your deepest values.

People frequently die in fires or crash landings because they try to escape through the same door they used when they entered.

Ambiguity is not, today, a lack of data, but a deluge of data.

Too few leaders have the emotional fortitude to take responsibility for failure.

When business leaders talk about the next quarter, they ought to sometimes be talking about the next quarter century.

Strategic coherence is more important than strategic perfection.

The gap between thought and action, between belief and will, prevents us solving our most pressing individual and societal problems.

People who appear to be resisting change may simply be the victim of bad habits. Habit, like gravity, never takes a day off.

Business Paradigm Shifting helps companies stay agile in a rapidly changing market landscape.

If a change to the requirements breaks your architecture, then your architecture sucks.

depend on things that change less often than you do.

Emotions pass. They are transient. There is nothing in mental experience that demands an action.

At night I locked my bedroom door, because [my father] could not sleep and would insist on talking to me, endlessly, without making sense. But there was a small window over the door which could not be locked. One night I woke up to see him slithering through the tiny aperture and jumping nimbly to the floor. But he paid no attention to me. He aimlessly picked up various pieces of heavy mahogany furniture and let them drop with seemingly little effort. In his insanity he had become superhumanly agile and powerful. Staying with him was a nightmare.

Of course, determing what you truly care about is only half the process of walking your why. Once you've identified your values, you then have to take them out for a spin. This requires a certain amount of courage, but you can't aim to be fearless. Instead, you should aim to walk directly into your fears, with your values as your guide, toward what matters to you. Courage is not an absence of fear; courage is fear walking.

Emotions are data, they are not directives

The ultimate goal of emotional agility is to keep a sense of challenge and growth alive and well throughout your life.

The sword doesn't change. So you have to adapt to the sword. You can't change your surroundings. They only change once you have changed.

Successful (working) but undesigned applications carry the seeds of their own destruction; they are easy to write, but gradually become impossible to change.

A programmable mind embraces mental agility, to practice “de-learning” and “relearning” all the time.

We have minds that are equipped for certainty, linearity and short-term decisions, that must instead make long-term decisions in a non-linear, probabilistic world.

Green light, STOP - if you want to see where you are taking the most risk, look where you are making the most money.

The best way to encourage out of the box thinking is to draw the box correctly in the first place.

Leadership must evolve into a “science-based craft”, like surgery.

Resistance to change should be a thing of the past if we could develop growth mindsets and create organizations with growth cultures.

Don't let Deepak Chopra manage your change program.

That which a team does not want to discuss, it most needs to discuss.

All of us are not always smarter than one of us, leaders need to distinguish between the wisdom of crowds and the madness of crowds.

The essence of extended rationality is to know when you are being irrational.

Just stamping out anti-science and bad science will eliminate an enormous amount of business waste

Your application needs to work right now just once; it must be easy to change forever.

The agile way is more adapt to changes but shall not lose the sight of big picture.

The most damaging cognitive bias is overconfidence (illusory superiority), making leaders use their “gut” when they should be more rational.

Compared to ecosystems and some species, corporations are very fragile entities indeed.

The key to behavioral change is to pass behavioral control to the environment.

Embrace change and practice flexibility. It will make you more agile in adapting to new people and situations.

expectations are resentments waiting to happen.

One way to start doing this is to answer a single question, in writing, each night before bed: “As I look back on today, what did I do that was actually worth my time?

Nature favors evolution, not revolution. Studies from many different fields have demonstrated that small shifts over time can dramatically enhance our ability to thrive.

There was nothing scientific about Scientific Management (Taylorism), and neither was it good management.

These comments are so noisy that we learn to ignore them. As we read through code, our eyes simply skip over them. Eventually the comments begin to lie as the code around them changes.

Here are a few questions to ask yourself in order to start identifying your values: - Deep down, what matters to me? - What relationships do I want to build? - What do I want my life to be about? - How do I feel most of the time? What kind of situations make me feel most vital?

Compassion gives us the freedom to redefine ourselves as well as the all-important freedom to fail, which contains within it the freedom to take the risks that allow us to be truly creative.

It is unit tests that keep our code flexible, maintainable, and reusable. The reason is simple. If you have tests, you do not fear making changes to the code! Without tests every change is a possible bug.

These micro-moments of intimacy or neglect create a culture in which the relationship either thrives or withers. The tiny behaviours feed back on themselves and compound with time, as every interaction builds on the previous interaction, no matter how seemingly trivial. Each person's moments of pettiness and anger, or generosity and lovingness, create a feedback loop that makes the overall relationship either more toxic or happier.

Many of the cataclysmic leadership failures were failures of rationality. The pendulum of leadership development needs to swing back toward the rational: strategy, creativity, foresight, decision-making, and analytics.

Good software designs accommodate change without huge investments and rework. When we use code that is out of our control, special care must be taken to protect our investment and make sure future change is not too costly.

Emotional agility means being aware and accepting of all your emotions, even learning from the most difficult ones. It also means getting beyond conditioned or preprogrammed cognitive and emotional responses (your hooks) to live in the moment with a clear reading of present circumstances, respond appropriately, and then act in alignment with your deepest values.

When one has apparently made up one’s mind to spend the evening at home and has donned one’s house-jacket and sat down at the lamplit table after supper and do the particular job or play the particular game on completion of which one is in the habit of going to bed, when the weather out is so unpleasant as to make staying in the obvious choice, when one has been sitting quietly at the table for so long already that one’s leaving must inevitably provoke general astonishment, when the stairwell is in any case in darkness and the street door locked, and when in spite of all this one stands up, suddenly ill at ease, changes one’s coat, reappears immediately in street clothes, announces that one has to go out and after a brief farewell does so, feeling that one has left behind one a degree of irritation commensurate with the abruptness with which one slammed the apartment door, when one then finds oneself in the street possessed of limbs that respond to the quite unexpected freedom one has procured for them with out-of-the-ordinary agility, when in the wake of this one decision one feels capable, deep down, of taking any decision, when one realizes with a greater sense of significance than usual that one has, after all, more ability than one has need easily to effect and endure the most rapid change, and when in this frame of mind one walks the long city streets—then for that evening one has stepped completely outside one’s family, which veers into inessentiality, while one’s own person, rock solid, dark with definition, thighs thrusting rhythmically, assumes it true form. The whole experience is enhanced when at that late hour one looks up a friend to see how he is.

Our hidden demons are simply the residue of perfectly ordinary and almost universal insecurity, self-doubt, and fear of failure. Maybe you still resent your sister for flirting with your boyfriends in high school. Maybe you feel undervalued by your new boss. This is not even the stuff of a good, tear-soaked Oprah episode. But it can be enough to hook you into behaving in ways that don’t serve you.

And if something feels new, difficult, or even slightly incoherent, fear kicks in. And while fear comes in all shapes and sizes, and sometimes it appears in disguise (as procrastination, perfection, shutting down, unassertiveness, or excuses), it speaks only one word: no, as in "No, I'll just screw it up." "Nah, I wouldn't know anyone there." "Nope, that will look awful on me." "Nuh-uh, thanks; I'll sit this one out.

A child’s sense of secure attachment—this idea that I, in all my glory, as well as all my stinkiness and imperfection, am loved and accepted—allows him not only to take risks in the world but also to take risks with his own emotions. Knowing he will not be invalidated, rejected, punished, or shamed for feeling whatever he feels, he can test out sadness, happiness, or anger and figure out how to manage or respond to each of these emotions in turn.

Luckily, scientists have uncovered a few secrets to help make the process of creating habits easier. In their bestselling book Nudge, the economist Richard Thaler and the law professor Cass Sunstein show how to influence other people’s behavior through carefully designed choices, or what they called “choice architecture.” You

Roarke." She had to admit, maybe just this once, she enjoyed being swept up and carried off. "Yes." "I always thought too much emphasis, in society, advertisement, entertainment, was put on sex." "Did you?" "I did." Grinning, she shifted her body, quick and agile, and overbalanced him. "I've changed my mind," she said as they tumbled onto the bed.

Agile Manifesto.” It declared the following values: people over processes; products that actually work over documenting what that product is supposed to do; collaborating with customers over negotiating with them; and responding to change over following a plan. Scrum is the framework I built to put those values into practice. There is no methodology.

The surest way to ensure career extinction is to resist change and adaptation.

An enterprise must transform by changing its culture, changing its bureaucracy, changing its organization, changing its technical architecture—and making them agile.

Is the enterprise agile (able to react quickly), Lean (efficient) and adaptive (intelligent, proactive and change oriented)?

3. The precommitment: Anticipate obstacles and prepare for them with “if-then” strategies.

1. The no-brainer: Switch up your environment so that when you’re hungry, tired, stressed, or rushed, the choice most aligned with your values is also the easiest.

2. The piggyback: Add a new behavior onto an existing habit.

4. The obstacle course: Offset a positive vision with thoughts of potential challenges.

If you have a problem and to solve it you need someone else to change, you don’t understand your problem yet

Potentially shippable is defined by a state of confidence or readiness, and shipping is a business decision.

By adopting an agile mindset and providing improved engagement, collaboration, transparency, and adaptability via Scrum's values, roles, events, and artifacts, the results were excellent.

Stay woke. Jump out of bed, even if it makes you dizzy. Listen to your voice, even if it startles you. Breathe in the smelling salt, even if it stings you. Stare into the light of the reality before you, even if it burns. If you get weary, ask for help—whatever it takes to keep your eyes open. Bask in the glow of conscious living. You are awake. This is when change happens.

Grit embodies—but is not the same as—resilience, ambition, and self-control. The University of Pennsylvania psychologist and researcher Angela Duckworth defines it as passion and sustained persistence in trying to achieve a goal over the very long haul, with no particular concern for rewards or recognition along the way. Resilience is about overcoming adversity; ambition, at some level, suggests a desire for wealth, fame, and/or power; self-control can help you resist temptations, but that doesn’t necessarily mean you’re persistently pursuing a long-term goal.

USE EMOTIONS AS INFORMATION. Horses use emotion as information to engage surprisingly agile responses to environmental stimuli and relationship challenges: (a) Feel the emotion in its purest form (b) Get the message behind the emotion (c) Change something in response to the message (d) Go back to grazing. In other words, let the emotion go, and either get back on task or relax, so you can enjoy life fully. Horses don’t hang on to the story, endlessly ruminating over the details of uncomfortable situations -- from an October 30, 2013 article on the Intelligent Optimist magazine

The digital age is Heraclitus on steroids: change is a daily constant. In almost every professional environment, we are expected to use and master tools that did not exist a decade ago, or even last year. For better or worse (and frankly, it is often for worse), organizations have access, essentially, to infinite amounts of data, and what might as well be an infinite variety of ways to sort through and act on that data. At the same time, ideas can be turned into reality at unprecedented speed. The thing Amazon, Facebook, and no less hot firms, including Zara, have in common is they are agile (the new-economy term for fast).

Ми хочемо, щоб життя було якомога більш яскравим і менш болісним. А життя має свій спосіб принизити нас, і лихо вписане в угоду зі світом. Ми молоді, доки наша молодість не закінчиться. Ми здорові, доки є здоров'я. Ми з тими, кого любимо, доки ми любимо. Краса життя невід'ємна від її крихкості.

The majority of the cost of a software project is in long-term maintenance. In order to minimize the potential for defects as we introduce change, it’s critical for us to be able to understand what a system does. As systems become more complex, they take more and more time for a developer to understand, and there is an ever greater opportunity for a misunderstanding. Therefore, code should clearly express the intent of its author. The clearer the author can make the code, the less time others will have to spend understanding it. This will reduce defects and shrink the cost of maintenance.

I made a lot of mistakes along the way and wish I had access to the information in this book back then. Common traps were stepped in—like trying a top-down mandate to adopt Agile, thinking it was one size fits all, not focusing on measurement (or the right things to measure), leadership behavior not changing, and treating the transformation like a program instead of creating a learning organization (never done).

Agile coach: The individual is an agile expert who provides guidance for new agile implementations as well as existing agile teams. The agile coach is experienced in employing agile techniques in different environments and has successfully run diverse agile projects. The individual builds and maintains relationships with everyone involved, coaches individuals, trains groups, and facilitates interactive workshops. The agile coach is typically from outside the organization, and the role may be temporary or permanent.

Shifting customer needs are common in today's marketplace. Businesses must be adaptive and responsive to change while delivering an exceptional customer experience to be competitive. Traditional development and delivery frameworks such as waterfall are often ineffective. In contrast, Scrum is a value-driven agile approach which incorporates adjustments based on regular and repeated customer and stakeholder feedback. And Scrum’s built-in rapid response to change leads to substantial benefits such as fast time-to-market, higher satisfaction, and continuous improvement—which supports innovation and drives competitive advantage.

Over the span of a year or two, teams that were moving very fast at the beginning of a project can find themselves moving at a snail’s pace. Every change they make to the code breaks two or three other parts of the code. As productivity decreases, management does the only thing they can; they add more staff to the project to increase productivity. But that new staff is not versed in the design of the system. Furthermore, they, and everyone else on the team, are under horrific pressure to increase productivity. So they all make more and more messes, driving productivity further toward zero. Eventually the team rebels. They inform management that they cannot continue to develop in this odious code base. Management does not want to expend resources on a whole new redesign of the project, but they cannot deny that productivity is terrible. Eventually, they bend to the demands of the developers and authorize the grand redesign in the sky. A new tiger team is selected. Everyone wants to be on this team because it’s a green-field project. They get to start over and create something wonderful. But only the best and brightest are chosen for the tiger team. Everyone else must continue to maintain the current system. Now the two teams are in a race. The tiger team must build a new system that does everything that the old system does. Management will not replace the old system until the new system can do everything that the old system does. This race can go on for a very long time. I’ve seen it take 10 years. And by the time it’s done, the original members of the tiger team are long gone, and the current members are demanding that the new system be redesigned because it’s such a mess.

artists and acrobats, the walls were enough to keep most people in. I don’t get super strength or scary points. But speed is my friend, and I caught her flat-footed because she thought one thing was happening when it was really something else. She thought I was running from her—and I was just trying to get up some speed. I ran for the wall. I don’t know what she thought I was doing, but she chased me hard for most of the distance. But as I approached the giant stone wall that surrounded the grounds, she slowed, anticipating that I would be stopped by it. A few months ago, a bunch of the pack had been at Warren’s house watching a Jackie Chan movie—I don’t remember which one because we were having a marathon—and Jackie just ran up a wall like magic. Warren had a wall around his backyard. Someone stopped the movie, and we’d all gone out and tried it. A lot. The werewolves had gotten moderately proficient, but my light weight and speed had made me the grand champion. The trick is to find a corner and have enough speed to make it to the top. Instead of stopping at the wall, I Jackie-Channed it up the stone surfaces and leaped over. I caught the werewolf totally by surprise. I don’t expect Bonarata and she watched old martial arts movies together. It didn’t seem like that kind of relationship. Her pause meant that the wolf, who could have caught me because as agile as I’d learned to be imitating Jackie Chan, going up was still slower than going forward, had missed her chance. I didn’t intend to give her another. I changed to coyote as I came off the top of the wall. I’m not a were-anything. It takes them time to change from human to wolf. I could do it—well, in this case I could do it in the time it took me to drop off the wall. I landed on four feet, running as fast as I could down a narrow road that was walled on both sides. I had no idea where I was, but out was a good direction, and I didn’t hesitate as I headed one way. Nor did I slow