As we all know, change is constant. In the workplace—where diverse personalities and work dynamics coexist—ideas will inevitably clash. Some individuals are comfortable with the status quo, while others, who dare to challenge it, are known as agitators. This was the focus of the third session in the Learning Bites series, titled “Be an Agitator for Agility,” facilitated by Dr. Grace Alcid, our Learning and Development Director.
Defining Agility and Exploring a Case Study
The session began with a question: What does agility mean to you? Attendees offered various answers, such as being flexible, adaptive, and responsive to change.
Following this, we explored a case study that sparked a lively discussion. It centered on how much change a newly appointed CEO can demand. The scenario highlighted the tension between a new employee pushing for strategic shifts and long-time employees who felt anxious about the proposed changes.
Key Insights on Being an Agitator
From the case study, I gained several valuable insights. One key takeaway is that being an agitator—or an agent of change—requires building influence. Without support, even the best ideas may struggle to gain traction.
Equally important is the need to connect with those affected by the change. Practicing active listening and open communication ensures that both sides remain aligned and engaged throughout the process.
Group Activity: Role-Playing Resistance and Agitation
Later in the session, Dr. Grace introduced a group activity. We were divided into teams and asked to act out scenarios involving an agitator and a resistant employee. This was also the time we enjoyed a delicious Indonesian-style burrito, which, interestingly, helped fuel our brainstorming.
Each group was assigned a unique situation. For example:
- One group tackled “digital transformation“, where the agitator proposed moving to a cloud-based system, while the employee expressed concerns about its risks and necessity.
- Another group discussed “return-to-office policies”, with the agitator advocating for four in-office days per week to boost collaboration, while the employee resisted due to commuting stress and reduced productivity.
- A third group addressed “department restructuring”, where an employee was hesitant to work with a new team after growing accustomed to the existing team culture.
- The last group conversed about “new performance metrics”, where the agitator introduced a new performance management system, but the employee feels worried because it feels like micromanagement
Personal Reflection and Takeaways
Acting out our scenario helped me deeply engage with the topic. I was reminded of the importance of empathy—placing oneself in the shoes of those affected by change. This perspective is essential for making sound, practical decisions while remaining agile.
Watching other groups perform was equally enlightening. It reinforced the idea that successful agitators must understand the root of resistance and guide teams through uncertainty with empathy and clarity.
Change is Never Easy
My key takeaway from this session is that introducing change is never easy. People will challenge and criticize you. However, if an agitator learns to communicate effectively, listen actively, and understand where resistance comes from, they can gradually persuade others to embrace change.
Ready to Spark Agility in the Workplace?
Becoming an effective agitator for change takes more than ideas—it requires influence, empathy, and the right strategies. At John Clements Consultants, we’ve been helping leaders and teams cultivate agility in the workplace through training, consulting, and people solutions that drive real transformation.
Contact us today to learn how we can help your organization embrace change with confidence.
