How do you help the management trust Agile process and give up this control they like to have on their teams?
The only solution I've found so far is that you have find a manager who has a good press inside the organisation, but likes to try out new approaches. You don't need the most open minded one, because she may not be that well connected, which is wrong for the purpose.
Most of the managers I had the pleasure to work with never believed in organisational changes which came from their developers. They only considered ideas from top or from a trusted member of their network. So the first step is to find the right person with a middle sized network inside the organisation. After you find her, do a small Agile experiment and when it is successful make it visible to others and to the executives and keep going.
After a while, the manager who started the experiment will become more popular and successful inside the organisation and the members of her network will come by and ask for the recipe. They'll find out that the popularity and the success weren't achieved with control, but with empowerment. Some of them will try it out some of them will never.
The funny thing is that developers talk to each other and will learn that there are projects where they can make a difference, be better at what they are doing etc so they'll ask for a transfer and the managers who still want to use control as a management tool they'll have less manpower in quantity and quality.
Actually, I know an IT manager who is using empowerment and almost everybody from his organisation want to work with him, so the other managers have started to learn more about empowerment, because they don't want to lose their people.
The network is very important. I knew company where the change manager wasn't really popular and nobody really cared what he was doing, but right after having a different guy in position with better connections, things started to happen.