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power of positive thinking

2 types of problem resolution:

Problem focused
Solution focused
Most of us tend to use option 1 but her study has shown that when you use a Solution focused approach the average MTRS was much lower... studies of aid projects that failed (as in - didn't achieve the positive outcomes they expected) because they only focused on the things that were going wrong... rather than asking the questions why certain things and certain people succeeded in spite of their situation...

resistance is survival

"I know how to survive today. If you change something, I might not know how to survive tomorrow. So I resist. If change is forced upon me, I will adapt, lessening the pain (by not complying) where possible."

Building airplanes in the sky

This is just such a brilliant analogy for IT

Dell Services Organizational Change Methodology model pretty simplistic once you look into it but I like the term "change guardians"

From itSMF USA Newsletter 28/4/10 by Bianka Shah and Loy Allen, Dell

Appears to be descended from Perot Systems ideas

ITSM process creates a matrix organisation

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

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)

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)

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