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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

Embed behavioral strategy

Four steps to adopting behavioral strategy

1. Decide which decisions warrant the effort

the judicial analogy is instructive. Just as higher standards of process apply in a capital case than in a proceeding before a small-claims court, companies can and should pay special attention to two types of decisions.

People and process drive IT implementation success not technology

From this important article by McKinsey

CIOs, COOs, and other service executives should have a clear game plan to avoid wasteful investments in technology. Before they act, they should consider the following:

Identify value drivers. Determine the areas—across service supply chains, back-office workflows, mobile workforces, and centralized workforces—where IT automation is likely to produce marked improvements.

hubris, arrogance and indolence

Space shuttles shatter. Bridges buckle. Hotel walkways collapse. Levees fail. An offshore oil rig explodes, creating the biggest offshore oil spill in U.S. history.

The common thread often is technological arrogance and hubris. It's the belief by those in charge that they're the experts, that they know what they're doing is safe. Add to that the human weaknesses of avoidance, greed and sloppiness

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