They're not. They're pushing back against chaos, lack of thinking and political games all being sold as "agile" by either clueless or manipulative (or both) managers. Or to put it shortly: pushing back against everything that the Agile Manifesto was against.

I'm a strong advocate for using agile tools that can empower your team, but you also need to be mindful of when it does and doesn't work (on what projects and with what teams). The resistance usually seen isn't against agile methodologies, it's against agile just for the sake of agile - where often for senior engineers they just want to get on and do their work without the extra ceremonies.

In steel manufacturing, where precision and reliability are critical, agile adoption often meets resistance, especially from senior engineers rooted in traditional workflows. Here’s how I’ve addressed this: 1. Recognize Expertise: Acknowledge engineers’ experience and show how agile complements, not replaces, their methods. 2. Start Small: Pilot agile for tasks like phased OT cybersecurity rollouts to demonstrate value. 3. Customize Agile: Blend flexibility with the rigor required in automation projects. 4. Engage Champions: Empower engineers as agile ambassadors to inspire trust. 5. Feedback-Driven: Use tailored training and continuous feedback to refine the approach. Agile isn’t a disruption—it’s an evolution.

First, I’d start by understanding their concerns—because no one resists change for fun (usually). I’d listen actively in one-on-one or group chats to uncover the root issues—maybe they think Agile is just endless standups or micromanagement in disguise. Next, I’d explain the benefits and clear up misconceptions, focusing on how Agile can make their lives easier. Then, we’d compromise on a gradual rollout, tweaking practices to fit their style (think dipping toes, not cannonballs). Finally, I’d use data to show progress and celebrate successes—because nothing wins over sceptics like results (and maybe pizza).

To address the concerns of senior engineers, need to initiate open discussions to understand their perspectives and identify specific challenges they face. Collaborating with them to adapt or refine agile methodologies to better align with the team's needs would be a priority. Engaging them in the solution design process fosters ownership and increases buy-in. Additionally, offering targeted training and resources to highlight the benefits and practical implementation of agile practices can help address their reservations. The Ultimate objective would be to achieve a balanced approach that accommodates their concerns while driving team success.

Ultimately, it’s about creating an environment where change is seen as an opportunity rather than a threat. By respecting the expertise of our senior engineers and involving them in the journey, we not only overcome resistance but also harness their knowledge to make our agile implementation stronger and more effective.

Agile means different things to different people, not all positive, so listening to find out what the underlying trigger is that's generating resistance helps everyone feel heard and understood. Chances are it's a rational response from a genuine perspective, so asking questions and listening is likely the priority over communicating when there's disagreement. Getting on the same page and going from there is an expert skill for most areas in life.

Managing resistance to agile methodologies, particularly from experienced senior engineers, necessitates a thoughtful and strategic approach. Resistance often stems from cultural and organizational barriers. Therefore, the first step is to understand their concerns through open communication. Once their reservations are clear, it is crucial to educate and train them about the new methodology, highlighting its benefits. Finally, actively involving them in the transition process ensures their buy-in and successful adoption.