The Agile Manifesto came out in 2001. Today, it seems that everyone is on the Agile bandwagon, making it fairly common in many workplaces. Still, whether a company is already established with Agile or just starting on their Agile journey, resistance to Agile, abounds. How is that manifested in such organizations? Where are the sources of the opposition? Do they come from People? Executives? Middle management? Individuals? All of the above? Or do they come from departments such as Engineering? HR? Program Management? Everywhere?
In Episodes 1-3, we looked at senior management’s resistance from both the UK’s and the US’ perspectives. This time, we'll look at middle management's, team's and individual's resistance from the US' perspective. We’ll compare and contrast the manifested behaviors of resistance to Agile - both overt and covert forms. We'll also see how the people perceive and react to them.
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