| He Tangata

If the community is lost then the system isn't worth it's source code

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.

What successful transformations share

From a McKinsey Quarterly survey (You need to be a McKinsey premium member) https://www.mckinseyquarterly.com/Organization/Change_Management/What_su...

Cummings & Worley's six guidelines for cultural change

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)

Making the emotional case for 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.

culture failure

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!") ?

Project problems are people problems

Excellent paper. Bas says Project problems are people problems

I think ALL IT problems are people problems

Situational Leadership

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.

The psychology of ITSM

Deep and useful thoughts on culture and ITSM and people

Also readable!

A first model of he tangata

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:

Cultural change viewed as a grieving process

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.

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