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The empathic business analyst

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A short but highly effective presentation on the use of empathy in Business Analysis.

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The empathic business analyst

  1. 1. 1 Copyrights (c) 2012 Pragmatic Cohesion Consulting The Empathic Business Analyst
  2. 2. Introduction • It is easy to measure ‘something’. • It is hard to measure the ‘right thing’. • Knowing what you are not measuring is very important because it can define things that you may not take into account. • Stakeholders’ feelings and attitudes are extremely important and hard to measure; they can only be revealed to a Business Analyst if the stakeholders trust her and also trust what she will do with that kind of information. 2 Copyrights (c) 2012 Pragmatic Cohesion Consulting
  3. 3. Introduction • Stakeholders’ feelings and attitudes are strongly connected to the following concepts: – Climate – Culture – Morale – Identity – Mission • Climate and Morale are experienced at the individual stakeholder level. • Culture, Identity, and Mission are defined at the organization or team level. 3 Copyrights (c) 2012 Pragmatic Cohesion Consulting
  4. 4. Concepts Map –Adapted from Kurstedt (2000) Scope Concept Question Definition Stakeholder Climate How do I fit in the organization in relation to other people? The individual’s feelings, attitudes, and perceptions of their current relationship or alignment with the larger organization. Morale How committed am I to my organization and my associates? The dedication or commitment of the individual to the organization and what it believes. Organization or Team Identity -What do we do? -Who are we? What the organization is and does. Culture -What do we believe in? -What do we stand for? Collective shared feeling of or belief in the organization and what it stands for. Mission -Why do we do what we do? -Why do we believe what we believe? The purpose of the organization. 4 Copyrights (c) 2012 Pragmatic Cohesion Consulting
  5. 5. Empathic Business Analyst • The Business Analyst must seek to deeply understand an organization’s Identity, Culture, and Mission. • That initial understanding should carry into a better empathy for a given Stakeholder’s Morale and perceived Climate. • Showing Empathy is a prerequisite for being trusted. • By gaining trust the Business Analyst stands a much better chance of learning important information about any project or organization and what its members truly think and expect. Copyrights (c) 2012 Pragmatic Cohesion Consulting 5
  6. 6. More on Culture –Adapted from Kurstedt (2000) • Culture is normative. • Culture encompasses norms and expectations that influence the way members of organizations think and behave. • Culture is something shared by members of an organization. • Values (what is important) and beliefs (how things work) are central components of culture. • Culture is deep and transcendent Copyrights (c) 2012 Pragmatic Cohesion Consulting 6
  7. 7. More on Climate –Adapted from Kurstedt (2000) • Climate is descriptive. • Climate reflects the way the organization feels to the people inside it. • These perceptions include for example: – Communication between superiors and subordinates – Leadership style – Interactions with co-workers – Decision making processes – Organizational effectiveness Copyrights (c) 2012 Pragmatic Cohesion Consulting 7
  8. 8. Copyrights (c) 2012 Pragmatic Cohesion Consulting 8 For Comments and Questions contact didier@pragmaticohesion.com References: • Kurstedt, H. (2000), Management Systems Theory, Applications,and Design, Virginia Polytechnic Institute and State University - ISE Department, Blacksburg VA. PP 1283-1306

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