Any time leaders try to introduce change into an organization they will be faced with the fear and conflicts of the people involved in the changes. Dealing with these reactions is one of the most delicate, intangible and crucial aspects of leading change management. How can we do that in a systematic and constructive way? Dr. Goldratt was able to identify six levels (or layers) of resistance to change.
Level 1: Disagreement about the problem
Level 2: Disagreement about the direction of the solution
Level 3: Lack of agreement that the solution will bring the expected benefits
Level 4: Fear of negative consequences generated by the solution
Level 5: Too many obstacles along the road that leads to change
DevOps is not about tools and automation in the delivery pipeline. In fact, as we have learned tools and automation is only one-third of DevOps. In overall, DevOps is about Collaboration & Collective Ownership, Focus on the flow of value delivery and Learning and experimentation culture. But sadly, many tooling vendors position DevOps as tools and process for the delivery pipeline. This will get the management excited because many managers think that after buying and installing the “DevOps” tools without changing their organisation will make their company instantly agile. This is like putting the cart in front of the horse.