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A Portfolio Approach to Organizational Change

Important stuff!!! the definitive book on IT cultural change

Bright spots

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.

Accountability drivers

The last step in Kotter’s approach is anchoring the new changes in the culture. The way we do this is through 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.

Kanban for IT Ops

Kanban and other Agile practices were introduced to a very busy IT Operations department for a leading UK website

Speaking difficult truths: SPIKES

SPIKES (setting up the interview; assessing the perception; obtaining the invitation; giving knowledge; addressing the emotions; and establishing a strategy)

Don't be a Change Agent

Avoid the term "change agent."
Gauge the internal hunger for change.
Arrive without a vision.
Go directly to "us".
Act as catalyst not cattle prod.
Surround yourself with new friends.

Fair Process

From the excellent MeatballWiki (where I must spend more time)

FairProcess, or procedural justice, universally requires adherance to three principles:

Engagement. Involve individuals in the decisions that involve them. Get their input, allow them to actively PeerReview the ideas on the table. Respect individuals for their ideas.

Anchoring change

the importance of anchoring process change once it is done

"Unless the individuals / departments and organizations believe they are being measured and held accountable for the process in a real and tangible way that actually has consequence, they will resort to the path of least resistance... the chances are you have not created the necessary organizational structures, governance roles and performance measurement systems to actually make people believe they have to follow the processes or else suffer the consequences."

Service Excellence

Cultural change is so essential to ITSM that ITIL and COBIT and ISO20000 should have a practice (what ITIL would call a "process") devoted to it. How about calling it "Service Excellence"?

What would service excellence do?:

  • educate on the need for cultural change
  • culture change strategy and plan
  • run a programme of cultural change: communication, education, motivation
  • audit and review culture change
  • ensure cultural change forms at least a third of the effort/investment of projects