After looking at middle management's, team's and individual's resistance from both the US' and the UK's perspectives in Episode 4 & 5, comparing and contrasting the manifested behaviours of resistance to Agile - both overt and covert forms, and seeing how the people perceive and react to them, we now dive deeper into understanding the various sources of the resistance.
Through the US and UK viewpoints, are we going to find the problems divergent across the pond, or are they ubiquitous? And would we be able to find the same solutions to the middle management, team and individual resistance problem?
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