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Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
Driving Technical Change
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Driving Technical Change

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Transcript

  • 1. DRIVINGTECHNICALCHANGE Terrence Ryan
  • 2. DOES THIS SOUND FAMILIAR?
  • 3. THE PROCESS•  Identify the Skeptics•  Match to countering tactics•  Tactics implement Strategy
  • 4. The People in your NeighborhoodSKEPTICS
  • 5. THESE ARECARICATURES.
  • 6. PEOPLE ARE MUCHMORE COMPLEX
  • 7. THIS IS A WAY OFUNDERSTANDINGTHEM
  • 8. UNINFORMED•  Symptoms –  Don’t know•  Cause –  Never came across it•  Prognosis –  Easy to change –  Initial change likely to be other persona
  • 9. HERD•  Symptoms –  “No one told us to use the technique.” –  “Are we allowed to do that?”•  Cause –  Look to a strong leader to tell them what to do•  Prognosis –  Easiest to change –  You have to be willing to lead
  • 10. THE CYNIC•  Symptoms –  Have not tried technique –  Question effectiveness –  Question degree of effectiveness•  Cause –  Doubt without proof –  Trying to score points•  Prognosis –  ey can be converted with miles and miles of proof
  • 11. THE BURNED•  Symptoms –  Had past failures with technique.•  Cause –  Umm… Past failures•  Prognosis –  Hard to change –  Can be done if you prove previous implementation was •  misapplied •  awed •  de cient
  • 12. THE TIME CRUNCHED•  Symptoms –  “I don’t have time for it”•  Cause –  Do not believe they can afford the time to learn and implement•  Prognosis –  ey can be converted if you prove that technique will save them time
  • 13. THE BOSS•  Symptoms –  Don’t care about this level of detail•  Cause –  Not really their bailiwick•  Prognosis –  Hit or miss –  Make your solution a x to their problems
  • 14. THE IRRATIONAL•  Symptoms –  Resist any a empts to introduce method –  Hides as another type –  Brings up objections that don’t conform with previous behavior•  Cause –  Doesn’t ma er•  Prognosis –  Can’t change, don’t worry
  • 15. What to Focus onTACTICS
  • 16. EXPERTISE•  Use these techniques for yourself•  Don’t wait for your organization•  Gain an expertise not just a familiarity
  • 17. EXPERTISE - PERSONAS•  Effective on: –  Uninformed –  Herd –  Cynic –  Burned
  • 18. DELIVERY•  Be passionate•  Don’t be zealous•  “Have you tried…” vs “You should…”
  • 19. DELIVERY- PERSONAS•  Effective on: –  Uninformed –  Cynic –  Burned –  Irrational –  Boss
  • 20. DEMONSTRATE•  Show, don’t tell•  Write an application in a weekend•  Solve a group problem
  • 21. DEMONSTRATE- PERSONAS•  Effective on: –  Uninformed –  Herd –  Time Crunched –  Cynic –  Burned –  Boss
  • 22. COMPROMISE•  Be passionate•  Don’t be zealous•  “Have you tried…” vs “You should…”
  • 23. COMPROMISE- PERSONAS•  Effective on: –  Uninformed –  Cynic –  Burned –  Irrational –  Boss
  • 24. SYNERGY•  Connect implementing your technique with a larger concern –  Security –  Regulations Compliance
  • 25. SYNERGY- PERSONAS•  Effective on: –  Boss
  • 26. PRESSURE•  Network Externalities –  Electronic peer pressure –  Create a solution that people really need that relies on your technique
  • 27. PRESSURE- PERSONAS•  Effective on: –  Uninformed –  Herd –  Time Crunched –  Cynic –  Burned
  • 28. BRIDGING•  Create something enticing that is halfway between where you are and where you want to be –  Bridging Framework
  • 29. BRIDGING- PERSONAS•  Effective on: –  Time-Crunched –  Herd
  • 30. PUBLICITY•  Get your code reviewed•  Open Source your solution•  Apply for awards
  • 31. PUBLICITY- PERSONAS•  Effective on: –  Uninformed –  Cynic –  Burned –  Boss
  • 32. TRUST•  Be honest•  Don’t lie by: –  omission –  spin•  Avoid FUD
  • 33. TRUST- PERSONAS•  Effective on: –  Healthy Cynic –  Burned –  Irrational
  • 34. What to do big picture wise.STRATEGY
  • 35. IGNORE THE HOSTILE
  • 36. HARNESS THE CONVERTED
  • 37. CONVINCEMANAGEMENT
  • 38. Now what?CONCLUSIONS
  • 39. QUESTIONS?h p://terrenceryan.comterry@terrenceryan.com@tpryan on Twi er

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