Ideas

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.

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.

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. "

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

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

I'd like to introduce myself and sorry for the detailed content, but I’m also passionate in, “how do we improve Service Management cultures”. Below I have described my exposure to it and what I understood from it. I have just joined this group after reading "Owning ITIL" and emailing Rob, I would like to get some ideas of others.

When I was 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 implemented (process/procedure) and used (people/culture).

As an IT 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...

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.

Modern people are becomign more superficial, in the sense that they want to ponder less, take less time, make snap decisions and move on. This occured to me while designing a feedback form. Instead of a rating, say 1 to 5, and a field for comments, I think these days one should have a rating and a CHOICE of comments and then a freeform field. Folk want the most common comments, or the most likely anticipated comments, laid out for them as checkboxes. Only a minority want to take the time to think of a response.

I have no research evidence for this, just a gut feel.