Rob's personal timeline, a place to collect and share things from Rob's life.
Created by hetangata on May 9, 2009
Last updated: 05/17/12 at 11:33 PM
Rob E. has no followers yet. Be the first one to follow.
http://www.cnvc.org
factual observations not thoughts/interpretations
true feelings not judgements
universal needs not strategies
action requests not demands
feelings should relate to a need
lead with the need
requests are strategies to meet need
when you... i feel.. would you...
http://www.hetangata.com/non-violent-communication
From David Rock:
Two themes are emerging from social neuroscience. Firstly, that much of our motivation driving social behavior is governed by an overarching organizing principle of minimizing threat and maximizing reward (Gordon, 2000). Secondly, that several domains of social experience draw upon the same brain networks to maximize reward and minimize threat as the brain networks used for primary survival needs (Lieberman and Eisenberger, 2008). In other words, social needs are treated in much the same way in the brain as the need for food and water.
read more
http://www.hetangata.com/scarf
the famous de Bono model http://www.debonothinkingsystems.com/tools/6hats.htm
http://www.hetangata.com/six-thinking-hats
Run a discussion to categorise risks into Mountains, Mole Hills and Dead Buffaloes (everyone else can call them Dead Elephants, but this idea comes from Troy Du Moulin of Pink Elephant, so dead buffaloes it is)
then map them on a grid of high-low risk vs fact-opinion
http://blogs.pinkelephant.com/index.php?/troy/mountains_mole_hills_dead_...
http://www.hetangata.com/mountains-mole-hills-and-dead-buffaloes
http://blogs.pinkelephant.com/index.php?/troy/comments/the_itsm_grieving...
http://www.hetangata.com/grieving-process-combined-situational-leadership
Reframing Organizations: Artistry, Choice and Leadership, Bolman and Deal. First published in 1984. Its four-frame model examines organizations as factories, families, jungles, and theaters or temples:
The Structural Frame: how to organize and structure groups and teams to get results
The Human Resource Frame: how to tailor organizations to satisfy human needs, improve human resource management, and build positive interpersonal and group dynamics
read more
http://www.hetangata.com/reframing-organizations
A Portfolio Approach to Organizational Change http://www.itsmfi.org/files/November-single%20page.pdf
Important stuff!!!
http://www.hetangata.com/balanced-diversity
Chip and Dan Heath’s book “Switch – How to change things when change is hard”- great book. Chip and Dan point out two very powerful motivating (or demotivating) factors. The first had to do with “Find the Bright Spots” in change.
read more
http://www.hetangata.com/bright-spots
The last step in Kotter’s approach is anchoring the new changes in the culture. The way we do this is through accountability.
Accountability
We can boil motivation to comply with the new order down to three perspectives: Positive incentives, negative consequences and a sense of personal accountability. While the first two are arguably effective they are short term solutions and will no longer encourage motivation if they are removed. However, a sense of personal accountability is by far the best and most long term motivator to achieve employee compliance.
read more
http://www.hetangata.com/accountability-drivers
Kanban and other Agile practices were introduced to a very busy IT Operations department for a leading UK website
http://itopskanban.wordpress.com/
http://www.hetangata.com/kanban-it-ops
From Pink Elephant's ITIL Process Implementation Strategy White Paper
By mandating that departments have to work as cross-functional teams instead of systems
based silos, a variety of fundamental changes need to take place:
o Defined and repeatable cross-departmental processes need to be overlaid
across hierarchal silo-based and system-based organisational structures,
effectively creating a matrix organisation
read more
http://www.hetangata.com/itsm-process-creates-matrix-organsiation
Told to me via email, and verified through other sources:
17 years ago an application with source code was bought off a vendor.
They had a core set of developers/managers and dbas who were by accident (rule change) made permenant at inflated salaries more akin to contractor incomes.
Around them was a group of long term Analyst Programmer contractors (up to 10 years ).
A small team of Business Contacts / Testers were also key.
read more
http://www.hetangata.com/if-community-lost-then-system-isnt-worth-its-sourc
From a McKinsey Quarterly survey (You need to be a McKinsey premium member) https://www.mckinseyquarterly.com/Organization/Change_Management/What_su...
read more
http://www.hetangata.com/what-successful-transformations-share
Cummings & Worley's six guidelines for cultural change which are in line with Kotter's eight-step strategy. The steps are as follow:
1. Formulate a clear strategic vision (stage 1,2 & 3 of Kotter, 1995, p. 2)
In order to make a cultural change effective a clear vision of the firm’s new strategy, shared values and behaviours is needed. This vision provides the intention and direction for the culture change (Cummings & Worley, 2005, p.490).
2. Display Top-management commitment (stage 4 of Kotter, 1995, p. 2)
read more
http://www.hetangata.com/cummings-worleys-six-guidelines-cultural-change
In conversation and in excerpts from his recent book, a leading expert on organizational behavior explains why change often stalls and how top executives can use psychology to keep it going.
read more
http://www.hetangata.com/making-emotional-case-change
Today, we tend to apply process thinking as a default ”solution lens” to all problems, failures and challenges we encounter, even those which cannot be solved by process. When we hear about a failure, we point at a it and shout ”process failure!” without even thinking twice. Or we shout ”technology failure!” because we knew technology was somewhat involved.
But what if it's actually culture failure? How often do you hear anyone shout that out ("Guys, it's culture failure!") ?
http://www.hetangata.com/culture-failure
Excellent paper. Bas says Project problems are people problems
I think ALL IT problems are people problems
http://www.hetangata.com/project-problems-are-people-problems
Troy at Pink Elephant reminded me of Situational Leadership.
Ken Blanchard’s model called “Situational Leadership”: The premise of Blanchard’s model is that at various points in a team’s evolution a different type of leadership approach is required.
read more
http://www.hetangata.com/situational-leadership
Deep and useful thoughts on culture and ITSM and people
Also readable!
http://www.hetangata.com/psychology-itsm
Drawing energy from the encouragement of Michael and Hank and others, and distilling from the many ideas, I'm starting to form a model of how He Tangata all hangs together - for cultural change. I then want to grow it into a framework of core practices, then a methodology. I need contributors of ideas, reviewers, and stress testers. Come along with me here. So this is the first cut of a model:
read more
http://www.hetangata.com/first-model-he-tangata
Troy Dumoulin of Pink Elephant wrote an excellent post about Cultural Change viewed as a grieving process. It is written about ITIL change but it applies to any organisational change and it is brilliant stuff.
read more
http://www.hetangata.com/cultural-change-viewed-grieving-process
TED presentation by Dan Pink
"There is a mismatch between what science knows and what business does. And here is what science knows. One: Those 20th century rewards, those motivators we think are the natural part of business, do work, but only in a surprisingly narrow band of circumstances. Two: Those if-then rewards often destroy creativity. Three: The secret to high performance isn't rewards and punishments, but that unseen intrinsic drive. The drive to do things for their own sake. The drive to do things cause they matter. "
read more
http://www.hetangata.com/21st-century-intrinsic-motivators
IT Service Climate: An Extension to IT Service Quality Research
Journal of the Association for Information Systems, May 2008 by Jia, Ronnie, Reich, Blaize Horner, Pearson, J Michael
Copyright 2008, by the Association for Information Systems.
Abstract
read more
http://www.hetangata.com/it-service-climate
Knowledge Management is all about culture in the organisation. The fact is Knowledge Information is misunderstood as Knowledge Management.
Knowledge Information can be your Data, Technology, Transactions (Input & Output). The transformation to Knowledge Management is the People & Organisational value. Success of Knowledge Management is defining this fine line.
Depeding on the type of business you are in, even Suppliers, Partners, End users etc. all needs to be involved.
Posted on LinkedIn by Rakesh Kanojia
http://www.hetangata.com/knowledge-management
As a tech vendor I enjoyed displacing competitor product with ours, but I knew every time there was nothing wrong with the competitive tool, just the way it was imnplemented (process/procedure) and used (people/culture).
As an industry we are starting to mature to the point where we don't so often blame the technology tools. Now we more often blame the process "tool", e.g. ITIL, Lean, Agile...
it's always a people problem. I'm growing more and more confident about that "always". Root cause is always people. There are a tiny number of component failures that take us out that
read more
http://www.hetangata.com/root-cause-always-people
According to Dave Logan, the co-author of “Tribal Leadership,” professor at USC and co-founder and Senior Partner at CultureSync, from this article
the five stages of Tribal Leadership:
Stage 1 is motivated by the motto “life sucks.” This is the domain of workplace violence and it makes up about 2% of tribes.
read more
http://www.hetangata.com/tribal-leadership
Everywhere are signs of growing awareness of the importance of people in IT. Just like the economic green shoots, in 2009 we see people-oriented green shoots too.
I'm adding links as I find them to articles with a people orientation. The common thread, the thing to pick up from them, is that they all talk as if this was a revelation or at least something novel, a new angle on IT. "Oh wow! People matter too!"
The time is ripe for He Tangata
http://www.hetangata.com/people-oriented-green-shoots
If you think technical skill is all you need for a career in IT, think again. Expectations for IT employees are changing... They're looking for workers who have the business acumen and communications skills to deal with the other departments and communicate effectively to make sure the business goals are met
http://www.hetangata.com/soft-skills-are-sexy
It’s prudent for any organisation to know that employees understand and embrace the reason behind the changes in technology
http://www.hetangata.com/how-engage-employees-technology-based-change
Those words keep sticking in my head from a Jethro Tull song: "That's the Honest Measure of My Worth". What is?
How do we measure people so they accept the measure as a fair assessment?
How to measure so that the measurement itself does not distort behaviour?
How much "measurement" of people can be done with objective numbers? Are we such complex creatures that an honest measure can only be done by subjective assessemnt by fellow humans? Is that why we have juries?
http://www.hetangata.com/honest-measure-my-worth
I wrote this on my IT Skeptic blog in response to someone ranting about ITIL
ITIL is a bureaucratic regime enforced on skilled IT people by non-IT management to shift the perceived sway of power and force IT to 'support' the business. It is not a set of rules, merely a framework of guidelines, aka a pile of shyte. And look who came up with it! Lordy lordy.
I said
read more
http://www.hetangata.com/message-those-who-resist-change
Everyone enjoyed the first workshop and many said they'd like to discuss the issues again. The immediate objective of the first workshop was to helop me prepare a presentation on He Tangata for the itSMFnz 2009 National Conference. So I called us together again and presented it to the group. Not so many came thsi timke, but I got great feedback and we enjoyed sharing ideas again. Thankyou Tracy and Harvey and Steve
http://www.hetangata.com/second-workshop
At the beginning, I sat in a powhiri, a Maori ceremony of welcome, for an ISO conference on IT Governance which just happened to be in Wellington, New Zealand, because my friend Alison Holt is the chair of that particular standards committee.
One of the conference attendees got up and introduced himself in Maori, then gave us a Maori proverb. Something about that proverb coalesced a mass of ideas in my head, brought together a knot of many threads, and I knew what my next book was about: He Tangata, it is the people.
read more
http://www.hetangata.com/start-journey
He aha te mea nui o te ao
What is the most important thing in the world?
He tangata, he tangata, he tangata
It is the people, it is the people, it is the people
Maori proverb
Once in every few careers, a soup of ideas and influences warms in the bowl of that career before being struck by a bolt of inspiration that ignites the germ of a new idea. In even fewer occasions that germ grows and survives and crawls out of the soup as a book that brings a fresh new idea back to the industry that spawned it.
read more
http://www.hetangata.com/what-he-tangata-about
This website is under construction. But like this fabulous old advertisment, that won't stop us taking off
read more
http://www.hetangata.com/welcome-he-tangata
Update Sources