Resistance to change rarely comes from the team. It comes from whoever changes roles the most when the team starts organizing itself. And very often, they have a point.
You propose something small. A retrospective once a month, a visible board, nothing revolutionary. And before you finish the sentence, the answer comes: "So what am I supposed to do?".
Anyone who has tried to bring agility to their team without a hired Scrum Master knows that conversation. Resistance rarely comes from the team. It usually sits in the middle layer, in whoever changes roles the most when the team starts organizing itself.
And very often that objection has a point. Acknowledging it isn't giving in: it's what makes the rest of the conversation possible.
We've gathered the ten objections most common in a map to help you prepare those conversations, now available in the Agile Club resources. But ten fall short, and the best ones aren't in any book: they're in your meetings.
What objection were you given? Tell us in two minutes, completely anonymously.
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