Making (Good) Things Happen Applying Guerrilla Governance Sep 2008 (C) 2008 Michael P. Meier
Data Quality is Important to whom? <ul><li>Executive Sponsor </li></ul><ul><ul><li>Named? </li></ul></ul><ul><ul><li>Visib...
Data Quality and Me <ul><li>It’s important to me </li></ul><ul><li>I’m accountable </li></ul><ul><ul><li>Regardless of res...
Process <ul><li>Q: How do we…? </li></ul><ul><li>A: Talk to Susan Q. </li></ul><ul><li>The Dependent Organization </li></u...
Accountability <ul><li>Accountability to a person is ineffective </li></ul><ul><ul><li>Subjectivity interferes with consis...
Symptoms <ul><li>Why can’t we finish anything? </li></ul><ul><li>Where are we headed? </li></ul><ul><li>How do I choose? <...
Diagnosis and treatment <ul><li>Do they have the same problems in…? </li></ul><ul><ul><li>If yes, what are the common thre...
What Is The Relationship Sep 2008 (C) 2008 Michael P. Meier Governance Management Leadership Do I look to leaders for mana...
Management <ul><li>Purpose </li></ul><ul><ul><li>n. 1. Corporate power elites distinguished primarily by their distance fr...
Managers Sep 2008 (C) 2008 Michael P. Meier
Leadership <ul><li>To Lead </li></ul><ul><ul><li>verb (used with object) 1. to go before or with to show the way; conduct ...
Leaders Sep 2008 (C) 2008 Michael P. Meier IDQ Sept 2008
Governance <ul><li>Purpose </li></ul><ul><ul><li>To protect and enhance the well-being of the  community  (synthesized fro...
Making Something Happen <ul><li>Building Blocks </li></ul><ul><ul><li>Community   </li></ul></ul><ul><ul><ul><li>“ All  po...
Roles To Be Understood <ul><li>Manager = Boss (authority) </li></ul><ul><li>Leader = Mentor (trust) </li></ul><ul><li>Gove...
Community <ul><li>What is it? </li></ul><ul><li>How do I recognize it? </li></ul><ul><li>How can I get one? </li></ul>Sep ...
Community <ul><li>Who or What is being  </li></ul><ul><ul><li>Managed </li></ul></ul><ul><ul><li>Governed </li></ul></ul><...
Communities have power <ul><li>Power from commitment </li></ul><ul><ul><li>“ Never doubt that a small group of thoughtful,...
Community Is Enviable <ul><li>This story shall the good man teach his son; And Crispin Crispian shall ne'er go by, From th...
The Yente Approach <ul><li>“ Matchmaker, Matchmaker, make me a match…”  Fiddler On The Roof </li></ul><ul><li>The world wi...
Community <ul><li>Identify it </li></ul><ul><ul><li>“ that’s not how  we  do it ” </li></ul></ul><ul><li>Create it </li></...
Communication <ul><li>Always  “We” </li></ul><ul><li>Never expect </li></ul><ul><li>Never assume </li></ul><ul><li>Listeni...
Components of Communication <ul><li>The other party </li></ul><ul><ul><li>Preparedness </li></ul></ul><ul><ul><ul><li>What...
Goal of communication <ul><li>Acceptable </li></ul><ul><ul><li>Educate, Inform </li></ul></ul><ul><ul><li>Motivate </li></...
Credibility <ul><li>Trust </li></ul><ul><li>Confidence </li></ul><ul><li>Believability </li></ul><ul><li>How do I get it? ...
Credibility <ul><li>Awarded </li></ul><ul><ul><li>Based on experience (of others) </li></ul></ul><ul><li>Hard-won </li></u...
personal to community credibility <ul><li>Leader(s) with personal credibility </li></ul><ul><li>Constancy of purpose [Demi...
Community credibility <ul><li>Goal of SOX (Sarbanes-Oxley) </li></ul><ul><ul><li>Organizations must be able to translate p...
Applications for Data Quality <ul><li>Process is primary </li></ul><ul><li>Repeatability is required </li></ul><ul><li>Com...
Process Quality <ul><li>Everyone knows </li></ul><ul><ul><li>WHAT it is </li></ul></ul><ul><ul><li>WHERE it is </li></ul><...
Quality and Technology <ul><li>Technology provides tools </li></ul><ul><ul><li>Identify problems </li></ul></ul><ul><ul><l...
Sep 2008 (C) 2008 Michael P. Meier IDQ Sept 2008 Questions?
Sep 2008 (C) 2008 Michael P. Meier IDQ Sept 2008 Michael (Mike) Meier Manager, Data Resources Olmsted Medical Center 210 9...
Sep 2008 (C) 2008 Michael P. Meier 1 Management. (n.d.).  The Free On-line Dictionary of Computing . Retrieved May 09, 200...
Upcoming SlideShare
Loading in …5
×

Applying Guerrilla Governance

896 views

Published on

Data Quality and Data Governance expert Mike Meier presents:

Making (Good) Things Happen: Applying Guerilla Governance

Published in: Business, Technology, Education
0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
896
On SlideShare
0
From Embeds
0
Number of Embeds
214
Actions
Shares
0
Downloads
0
Comments
0
Likes
2
Embeds 0
No embeds

No notes for slide

Applying Guerrilla Governance

  1. 1. Making (Good) Things Happen Applying Guerrilla Governance Sep 2008 (C) 2008 Michael P. Meier
  2. 2. Data Quality is Important to whom? <ul><li>Executive Sponsor </li></ul><ul><ul><li>Named? </li></ul></ul><ul><ul><li>Visible? </li></ul></ul><ul><ul><li>Involved? </li></ul></ul><ul><li>Responsibility/Accountability </li></ul><ul><ul><li>Who? </li></ul></ul><ul><ul><li>Reputation? </li></ul></ul><ul><li>Budget </li></ul>Sep 2008 (C) 2008 Michael P. Meier
  3. 3. Data Quality and Me <ul><li>It’s important to me </li></ul><ul><li>I’m accountable </li></ul><ul><ul><li>Regardless of responsibility </li></ul></ul><ul><li>What resources do I have? </li></ul><ul><ul><li>Executive support No </li></ul></ul><ul><ul><li>Leadership No </li></ul></ul><ul><ul><li>Budget No </li></ul></ul><ul><ul><li>Commitment Yes </li></ul></ul><ul><ul><li>Credibility Yes </li></ul></ul>Sep 2008 (C) 2008 Michael P. Meier
  4. 4. Process <ul><li>Q: How do we…? </li></ul><ul><li>A: Talk to Susan Q. </li></ul><ul><li>The Dependent Organization </li></ul><ul><ul><li>Process is an oral tradition. </li></ul></ul><ul><ul><li>Process and Personality can’t be separated. </li></ul></ul><ul><ul><li>[my] workflow </li></ul></ul><ul><li>This disorder has a poor prognosis. </li></ul>Sep 2008 (C) 2008 Michael P. Meier
  5. 5. Accountability <ul><li>Accountability to a person is ineffective </li></ul><ul><ul><li>Subjectivity interferes with consistency </li></ul></ul><ul><li>Accountability to a process is effective </li></ul><ul><ul><li>Objective </li></ul></ul><ul><ul><li>Consistent </li></ul></ul><ul><ul><li>Measurable </li></ul></ul>Sep 2008 (C) 2008 Michael P. Meier
  6. 6. Symptoms <ul><li>Why can’t we finish anything? </li></ul><ul><li>Where are we headed? </li></ul><ul><li>How do I choose? </li></ul><ul><li>Who should I talk to? </li></ul><ul><li>How does this fit in? </li></ul><ul><li>Why aren’t we able to…? </li></ul>Sep 2008 (C) 2008 Michael P. Meier
  7. 7. Diagnosis and treatment <ul><li>Do they have the same problems in…? </li></ul><ul><ul><li>If yes, what are the common threads? </li></ul></ul><ul><ul><li>If not, why not? </li></ul></ul><ul><li>What would help most (or quickest)? </li></ul><ul><ul><li>Better management </li></ul></ul><ul><ul><li>Better governance </li></ul></ul><ul><ul><li>Better leadership </li></ul></ul><ul><li>What’s the difference? </li></ul>Sep 2008 (C) 2008 Michael P. Meier
  8. 8. What Is The Relationship Sep 2008 (C) 2008 Michael P. Meier Governance Management Leadership Do I look to leaders for management? Do I look to managers for leadership? Where do I look for governance? (and why?)
  9. 9. Management <ul><li>Purpose </li></ul><ul><ul><li>n. 1. Corporate power elites distinguished primarily by their distance from actual productive work and their chronic failure to manage (see also suit ). Spoken derisively, as in “*Management* decided that ...&quot;. 2. Mythically, a vast bureaucracy responsible for all the world's minor irritations. Hackers' satirical public notices are often signed `The Mgt'; this derives from the &quot;Illuminatus&quot; novels 1 </li></ul></ul><ul><ul><li>The person or persons who control or direct a business or other enterprise. 2 </li></ul></ul><ul><ul><li>Frequently concerned more with what NOT to do (approach to Risk) </li></ul></ul><ul><ul><li>Primary motivation is profitability </li></ul></ul>Sep 2008 (C) 2008 Michael P. Meier
  10. 10. Managers Sep 2008 (C) 2008 Michael P. Meier
  11. 11. Leadership <ul><li>To Lead </li></ul><ul><ul><li>verb (used with object) 1. to go before or with to show the way; conduct or escort 3. to influence or induce; cause 3 </li></ul></ul><ul><li>Qualities of a leader </li></ul><ul><ul><li>Respected by peers </li></ul></ul><ul><ul><li>Credible </li></ul></ul><ul><ul><li>Pragmatic visionary </li></ul></ul><ul><ul><li>Constant, purposeful </li></ul></ul>Sep 2008 (C) 2008 Michael P. Meier
  12. 12. Leaders Sep 2008 (C) 2008 Michael P. Meier IDQ Sept 2008
  13. 13. Governance <ul><li>Purpose </li></ul><ul><ul><li>To protect and enhance the well-being of the community (synthesized from several sources) by means of </li></ul></ul><ul><ul><li>2. a method or system of government or management. 4 </li></ul></ul><ul><li>Requires </li></ul><ul><ul><li>Leaders </li></ul></ul><ul><ul><li>Managers </li></ul></ul>Sep 2008 (C) 2008 Michael P. Meier IDQ Sept 2008
  14. 14. Making Something Happen <ul><li>Building Blocks </li></ul><ul><ul><li>Community </li></ul></ul><ul><ul><ul><li>“ All politics is local” 5 </li></ul></ul></ul><ul><ul><li>Communication </li></ul></ul><ul><ul><ul><li>Where are we going—and Why? </li></ul></ul></ul><ul><ul><li>Credibility </li></ul></ul><ul><ul><ul><li>If they don’t believe you, you don’t have anything. </li></ul></ul></ul>Sep 2008 (C) 2008 Michael P. Meier IDQ Sept 2008
  15. 15. Roles To Be Understood <ul><li>Manager = Boss (authority) </li></ul><ul><li>Leader = Mentor (trust) </li></ul><ul><li>Govern(or) = Steward (credibility) </li></ul><ul><li>Others who must be recognized </li></ul><ul><ul><li>Influencer </li></ul></ul><ul><ul><li>Stakeholder </li></ul></ul><ul><ul><li>Opinion Leader </li></ul></ul>Sep 2008 (C) 2008 Michael P. Meier Pointy-haired Boss By Scott Adams IDQ Sept 2008
  16. 16. Community <ul><li>What is it? </li></ul><ul><li>How do I recognize it? </li></ul><ul><li>How can I get one? </li></ul>Sep 2008 (C) 2008 Michael P. Meier IDQ Sept 2008
  17. 17. Community <ul><li>Who or What is being </li></ul><ul><ul><li>Managed </li></ul></ul><ul><ul><li>Governed </li></ul></ul><ul><ul><li>Led </li></ul></ul><ul><li>Defined by consensus </li></ul><ul><li>Problems arise when members feel coerced </li></ul><ul><li>The degree of “we” and “us” and “our” determines attitude, motivation, productivity </li></ul>Sep 2008 (C) 2008 Michael P. Meier IDQ Sept 2008
  18. 18. Communities have power <ul><li>Power from commitment </li></ul><ul><ul><li>“ Never doubt that a small group of thoughtful, committed citizens can change the world. Indeed, it is the only thing that ever has.” </li></ul></ul><ul><ul><li>Margaret Mead (anthropologist) 6 </li></ul></ul>Sep 2008 (C) 2008 Michael P. Meier IDQ Sept 2008
  19. 19. Community Is Enviable <ul><li>This story shall the good man teach his son; And Crispin Crispian shall ne'er go by, From this day to the ending of the world, But we in it shall be remember'd; We few, we happy few, we band of brothers ; For he today that sheds his blood with me Shall be my brother; be he ne'er so vile, This day shall gentle his condition: </li></ul><ul><li>And gentlemen in England now a-bed </li></ul><ul><li>Shall think themselves accursed they were not here , And hold their manhoods cheap whiles any speaks That fought with us upon Saint Crispin's day. </li></ul><ul><li>King Henry V (Shakespeare) </li></ul>Sep 2008 (C) 2008 Michael P. Meier IDQ Sept 2008
  20. 20. The Yente Approach <ul><li>“ Matchmaker, Matchmaker, make me a match…” Fiddler On The Roof </li></ul><ul><li>The world will be better if I can bring the right people together. </li></ul><ul><li>Look for ways to improve your world </li></ul><ul><ul><li>Seed new communities </li></ul></ul><ul><ul><li>Find ways to bring the [opinion] leaders of communities together to create new community </li></ul></ul>Sep 2008 (C) 2008 Michael P. Meier IDQ Sept 2008
  21. 21. Community <ul><li>Identify it </li></ul><ul><ul><li>“ that’s not how we do it ” </li></ul></ul><ul><li>Create it </li></ul><ul><ul><li>Common pain points? </li></ul></ul><ul><li>Value it </li></ul><ul><ul><li>Critical reinforcement </li></ul></ul><ul><li>Use it </li></ul>Sep 2008 (C) 2008 Michael P. Meier IDQ Sept 2008
  22. 22. Communication <ul><li>Always “We” </li></ul><ul><li>Never expect </li></ul><ul><li>Never assume </li></ul><ul><li>Listening is half of communicating </li></ul><ul><ul><li>Active listening is more than half </li></ul></ul><ul><li>Take responsibility for communicating </li></ul>Sep 2008 (C) 2008 Michael P. Meier IDQ Sept 2008
  23. 23. Components of Communication <ul><li>The other party </li></ul><ul><ul><li>Preparedness </li></ul></ul><ul><ul><ul><li>What part of the message is he/she ready to hear? </li></ul></ul></ul><ul><ul><li>What is his/her point of view? </li></ul></ul><ul><ul><ul><li>What do I know about his/her problems, successes, capabilities? </li></ul></ul></ul><ul><ul><li>Presence </li></ul></ul><ul><ul><ul><li>Is he/she ready to listen? </li></ul></ul></ul><ul><li>Me </li></ul><ul><ul><ul><li>What is my need? </li></ul></ul></ul><ul><ul><ul><li>Presence: Am I fully here, now? </li></ul></ul></ul>Sep 2008 (C) 2008 Michael P. Meier IDQ Sept 2008
  24. 24. Goal of communication <ul><li>Acceptable </li></ul><ul><ul><li>Educate, Inform </li></ul></ul><ul><ul><li>Motivate </li></ul></ul><ul><ul><li>Incite action </li></ul></ul><ul><li>Problematic </li></ul><ul><ul><li>Seeking attention </li></ul></ul><ul><ul><li>Demonstrating prowess </li></ul></ul><ul><ul><li>Attacking persons or ideas </li></ul></ul>Sep 2008 (C) 2008 Michael P. Meier IDQ Sept 2008 <ul><li>Build Community </li></ul>
  25. 25. Credibility <ul><li>Trust </li></ul><ul><li>Confidence </li></ul><ul><li>Believability </li></ul><ul><li>How do I get it? </li></ul><ul><li>How can I keep it? </li></ul><ul><li>What if I lose it? </li></ul>Sep 2008 (C) 2008 Michael P. Meier IDQ Sept 2008
  26. 26. Credibility <ul><li>Awarded </li></ul><ul><ul><li>Based on experience (of others) </li></ul></ul><ul><li>Hard-won </li></ul><ul><ul><li>Constantly tested </li></ul></ul><ul><li>Not permanent </li></ul><ul><ul><li>You’re only as good as your last performance. </li></ul></ul><ul><li>Essential to governance </li></ul>Sep 2008 (C) 2008 Michael P. Meier IDQ Sept 2008
  27. 27. personal to community credibility <ul><li>Leader(s) with personal credibility </li></ul><ul><li>Constancy of purpose [Deming] </li></ul><ul><li>Build a “we” </li></ul><ul><ul><li>Agree on goal(s) </li></ul></ul><ul><ul><li>Agree on means (tools) </li></ul></ul><ul><ul><li>Agree on methods (rules) </li></ul></ul><ul><li>Use result to anchor expansion </li></ul>Sep 2008 (C) 2008 Michael P. Meier IDQ Sept 2008
  28. 28. Community credibility <ul><li>Goal of SOX (Sarbanes-Oxley) </li></ul><ul><ul><li>Organizations must be able to translate personal credibility into community credibility. </li></ul></ul><ul><li>Goal of HIPPA </li></ul><ul><ul><li>Accountability demands credibility </li></ul></ul><ul><li>Requisites </li></ul><ul><ul><li>Published standards </li></ul></ul><ul><ul><li>Demonstrable compliance </li></ul></ul><ul><ul><li>Demonstrable remediation </li></ul></ul>Sep 2008 (C) 2008 Michael P. Meier IDQ Sept 2008
  29. 29. Applications for Data Quality <ul><li>Process is primary </li></ul><ul><li>Repeatability is required </li></ul><ul><li>Community is critical </li></ul><ul><li>Independence is irritating </li></ul>Sep 2008 (C) 2008 Michael P. Meier IDQ Sept 2008
  30. 30. Process Quality <ul><li>Everyone knows </li></ul><ul><ul><li>WHAT it is </li></ul></ul><ul><ul><li>WHERE it is </li></ul></ul><ul><li>Everyone can do it </li></ul><ul><li>Everyone knows who DOESN’T do it </li></ul><ul><ul><li>And WHY </li></ul></ul><ul><li>The WHYs go back into the process </li></ul><ul><li>Community owns it </li></ul>Sep 2008 (C) 2008 Michael P. Meier IDQ Sept 2008
  31. 31. Quality and Technology <ul><li>Technology provides tools </li></ul><ul><ul><li>Identify problems </li></ul></ul><ul><ul><li>Repair problems </li></ul></ul><ul><li>Technology depends on Quality </li></ul><ul><li>Quality DOES NOT depend on Technology </li></ul>Sep 2008 (C) 2008 Michael P. Meier IDQ Sept 2008
  32. 32. Sep 2008 (C) 2008 Michael P. Meier IDQ Sept 2008 Questions?
  33. 33. Sep 2008 (C) 2008 Michael P. Meier IDQ Sept 2008 Michael (Mike) Meier Manager, Data Resources Olmsted Medical Center 210 9 th Street SE Rochester, MN 55904 mailto: [email_address] Phone: 507.292.7119
  34. 34. Sep 2008 (C) 2008 Michael P. Meier 1 Management. (n.d.). The Free On-line Dictionary of Computing . Retrieved May 09, 2008, from Dictionary.com website: http://dictionary.reference.com/browse/Management 2 Management. (n.d.). The American Heritage® Dictionary of the English Language, Fourth Edition . Retrieved May 09, 2008, from Dictionary.com website: http://dictionary.reference.com/browse/Management 3 lead. (n.d.). Dictionary.com Unabridged (v 1.1) . Retrieved May 09, 2008, from Dictionary.com website: http://dictionary.reference.com/browse/lead 4 governance. (n.d.). Dictionary.com Unabridged (v 1.1) . Retrieved May 09, 2008, from Dictionary.com website: http://dictionary.reference.com/browse/governance Bibliography IDQ Sept 2008 5 Thomas P. (Tip) O’Neill, Dem, Mass, former Speaker of the House 6 Margaret Mead. Used by permission of the Institute for Intercultural Studies. New York.

×