The document discusses organizational culture and how to change culture. It argues that culture is important because it predicts both IT and organizational performance. Culture is difficult to describe, measure and change. The document recommends assessing current culture, educating people on why culture matters, and acting to model new behaviors. Leaders control consequences and rewards and thus influence culture. Changing mindsets and actions can help create a more positive culture with better performance and employee well-being.
We’ve all heard culture is vital to creating and sustaining a healthy organization. It was even Merriam-Webster’s Word of the Year in 2014. We also know culture is notoriously hard to describe in a meaningful way. Even harder than describing culture is demonstrating its contribution to organizational performance.
Culture’s importance is reinforced in the DevOps movement as the “C” in “CALMS” – one of the key aspects of DevOps. Culture also shapes how an organization shares information – “sharing” being the “S” in “CALMS” and another key aspect of DevOps.
But for all its importance, we’ve had few tools and limited research to describe or quantify culture.
Or so we thought. Work from Dr. W. Edwards Deming, Sydney Dekker, Dr. Ron Westrum, and the State of DevOps Reports is all contributing to our understanding of culture and how it impacts the performance of an organization and its people.
This talk will discuss how culture connects to organizational performance, vocabulary for how to describe culture, research about the effects of culture, an d tactics you can use to change your culture for the better.
DevOps is transforming organizations, how they innovate, and how they build and run systems. Many have started their DevOps transformation journey toward better IT and business outcomes. However, many are focused on defining frameworks, following processes, and checking boxes associated with “doing DevOps” – applying conventional mindsets and approaches to new technology. They’re losing sight of the real value of DevOps and the transformation required to get that value.
Discover common pitfalls associated with “doing DevOps” and the new mindsets and approaches to mission and value delivery.
Originally delivered as part of an ACT-IAC webinar with US Patent and Trademark Office (USPTO), Director of Application Engineering, Stephan Mitchev.
Virtual Online Training - From Desktop to DeviceElaine Giles
Slides from a session I delivered at The Virtual Learning Show Summer 2013 addressing using mobile devices and apps in the delivery of virtual online training. I addressed where we are with mobile trends in 2013 and demonstrated the Adobe Connect and WebEx Apps for iOS.
There is a recording of the session available from htp://virtuallearningshow.com.
We’ve all heard culture is vital to creating and sustaining a healthy organization. It was even Merriam-Webster’s Word of the Year in 2014. We also know culture is notoriously hard to describe in a meaningful way. Even harder than describing culture is demonstrating its contribution to organizational performance.
Culture’s importance is reinforced in the DevOps movement as the “C” in “CALMS” – one of the key aspects of DevOps. Culture also shapes how an organization shares information – “sharing” being the “S” in “CALMS” and another key aspect of DevOps.
But for all its importance, we’ve had few tools and limited research to describe or quantify culture.
Or so we thought. Work from Dr. W. Edwards Deming, Sydney Dekker, Dr. Ron Westrum, and the State of DevOps Reports is all contributing to our understanding of culture and how it impacts the performance of an organization and its people.
This talk will discuss how culture connects to organizational performance, vocabulary for how to describe culture, research about the effects of culture, an d tactics you can use to change your culture for the better.
DevOps is transforming organizations, how they innovate, and how they build and run systems. Many have started their DevOps transformation journey toward better IT and business outcomes. However, many are focused on defining frameworks, following processes, and checking boxes associated with “doing DevOps” – applying conventional mindsets and approaches to new technology. They’re losing sight of the real value of DevOps and the transformation required to get that value.
Discover common pitfalls associated with “doing DevOps” and the new mindsets and approaches to mission and value delivery.
Originally delivered as part of an ACT-IAC webinar with US Patent and Trademark Office (USPTO), Director of Application Engineering, Stephan Mitchev.
Virtual Online Training - From Desktop to DeviceElaine Giles
Slides from a session I delivered at The Virtual Learning Show Summer 2013 addressing using mobile devices and apps in the delivery of virtual online training. I addressed where we are with mobile trends in 2013 and demonstrated the Adobe Connect and WebEx Apps for iOS.
There is a recording of the session available from htp://virtuallearningshow.com.
Web 2. Tools Every Leader Should Have In Their Backpackmegormi
This presentation was an introduction to Web 2.0 Tools for Midwestern University, in OakBrook IL. This presentation is constantly changing as the tools change.
The federal government loves modernizing software systems and it isn't wrong: stale, decaying software leads to major headaches and eventual catastrophe. Modernization efforts, however, have big risks and big failures.
There is an alternative: software renovation. That is improving, updating, and upgrading the software system one piece at a time while it continues to operate.
Dane has participated deeply in three US government modernization projects. Each project followed a pattern of pitfalls, scary "go-live" transitions, and unpleasant trade-offs.
Renovating legacy software is frequently a better option. The software system continues to gain functionality at the same time that its design and performance are improved.
Your Agile Leadership Journey: Leading People-Managing Paradoxes - Agile Char...Paul Boos
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Agile Toronto 2018 - Sharpen Your Agile Ax ... Story Splitting TimeBrian Sjoberg
These are the slides from my session at Agile Toronto 2018 titled, "Let's Sharpen Your Agile Ax ... It's Story Splitting Time."
Description of Talk:
Do you want to write great User Stories (a.k.a. small features that are part of a product) that provide the vehicle for conversation and confirmation that we build the right thing? Do you struggle with completing stories (of business value) that are potentially shippable within a fraction of an iteration/sprint? During this session we will do a quick refresher on User Story formatting to include Acceptance Criteria. The reason for the refresher is that over the last few years, despite people using User Stories, I have experienced their usage far from the intended purpose.
After the refresher, we will learn at least 3 techniques for splitting stories in this interactive workshop.
Charlie Bit My Finger and Why it Really, Really MattersDean Shareski
Presentation for the University of Alberta Tech Fair, March 25th, 2011 by Alec Couros and Dean Shareski. Presentation focuses on the way social media and technology are changing the role and function of teachers
To survive as a company, the organization needs to become a shapeshifter: sometimes hierarchical, sometimes networked; sometimes efficient, sometimes effective; sometimes great at execution, and other times great at innovation. You can only achieve this by motivating people to change continuously. To achieve this, we take a closer look at gamification and habit-forming. Because games and habits are the keys to intrinsic motivation and change. And you need those in your company to become a great shapeshifter!
Epic's Tin Can expert Andrew Downes presented at the eLearning Network's event, 'LMSs and the Tin Can API', explaining the impact Tin Can has on learning design. This presentation covers how Tin Can influences the way we create e-learning and what we need to take into consideration when we use this new learning technology.
Some tools to bring new life to your classroomSteve Young
With any job it’s easy to eventually find oneself in a rut, doing things the same way over and over. I know back when I was teaching, sometimes the pressures of grading, paperwork, and the real world meant that I didn’t try to teach a lesson differently or try something new with my students. Maybe I blamed it on the fact that I had four preps, but no matter what the reason, it was very rewarding to take time to try a new innovative lesson and see it work very well in the classroom.
As we start a new school year, there is no better time for teachers to investigate something new. And whether it is something truly transformative to teaching, or maybe just a tool to make teaching a little more efficient, any improvement is a step in the right direction. Here are some simple to use tools to get you started in the right direction.
Communications Mining Series - Zero to Hero - Session 1DianaGray10
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4. excella.com | @excellaco
Culture is a key aspect of
DevOps.
(So is Sharing, which is
related to culture.)
Culture
Automation
Lean
Measuremen
t
Sharing
5. excella.com | @excellaco
Please describe your organization’s culture.
https://c1.staticflickr.com/2/1206/874357185_e02e570cdd_b.jpg
6. excella.com | @excellaco
And then words…
https://17eb94422c7de298ec1b-8601c126654e9663374c173ae837a562.ssl.cf1.rackcdn.com/Images//umbrella%20redesign/careers/Careers_CulturePage_InfoGraphic.png
8. excella.com | @excellaco
Culture is hard to measure.
http://metro.co.uk/2011/10/12/researchers-begin-counting-grains-of-sand-on-cornish-beach-182702/
9. excella.com | @excellaco
Culture is hard to change.
https://s-media-cache-ak0.pinimg.com/originals/83/8e/c7/838ec73c30a14adda966c04553bb09d0.jpg
10. excella.com | @excellaco
Why is culture important?
http://img06.deviantart.net/bd80/i/2011/300/1/6/so_what_button_by_blueberryblack-d4e49uz.jpg
13. excella.com | @excellaco
Because science.
Forsgren, N., J. Humble (2016). “The Role of Continuous Delivery in IT
and Organizational Performance.” (p. 10)
https://papers.ssrn.com/sol3/papers.cfm?abstract_id=2681909 (p. 10)
14. excella.com | @excellaco
More successful organizations.
http://i.cdn.turner.com/nba/nba/.element/media/2.0/teamsites/celtics/media/history-championships-970x442.jpg
18. excella.com | @excellaco
“Having a Just Culture means that you’re making effort to balance
safety and accountability.”
https://codeascraft.com/2012/05/22/blameless-postmortems/
19. excella.com | @excellaco
“Work that gets learned-by-doing
lives by this pact: Technical errors
and their consequences are to be
acknowledged and transformed into
an occasion for positive experience,
learning, improvement.” (p. 38)
“The world is complex – live with it.
And learn from it what you can.” (p.
117)
20. excella.com | @excellaco
"An air traffic control provider reported a 50% drop in incidents
reported in the year following criminal prosecution of controllers
involved in a runway incursion incident.” (p. 109)
The organization lost the opportunity to learn from the unreported
incidents.
Creating a climate of fear.
23. excella.com | @excellaco
A Google study found
psychological safety was “far
and away the most important”
dynamic that set successful
teams apart from other teams.
https://rework.withgoogle.com/blog/five-keys-to-a-successful-google-team/
24. excella.com | @excellaco
Because more science.
Edmondson, A. (1999). “Psychological Safety and Learning Behavior in
Work Teams.” (p. 9)
http://www.jstor.org/stable/2666999?origin=JSTOR-pdf&seq=1#page_scan_tab_contents
25. excella.com | @excellaco
The safer you feel, the more
you learn.
The more you learn, the
better you perform.
Safety
Learning
Performance
26. excella.com | @excellaco
How do you change culture?
https://media.licdn.com/mpr/mpr/AAEAAQAAAAAAAATsAAAAJGNhYjkzMDRmLThhZTUtNDBjYi1iOTRhLTA2Nzc0YWFlMTU3Mw.jpg
28. excella.com | @excellaco
Strongly
disagree
Disagree Somewhat
disagree
Neither agree
nor disagree
Somewhat
agree
Agree Strongly agree
Failure causes inquiry. 🔘 🔘 🔘 🔘 🔘 🔘 🔘
How strongly do you agree or disagree with the following? On my team...
https://devops-research.com/img/dora.png
29. excella.com | @excellaco
DORA can provide insights on
cultural capabilities, like
• Westrum organizational culture.
• Climate for learning.
• Collaboration between teams.
• Job satisfaction.
…against industry benchmarks.
https://devops-research.com/
30. excella.com | @excellaco
Assessing culture.
All items measured on a Likert-type scale, 1=Strongly disagree to 7 = Strongly agree
1. On my team, information is actively sought.
2. On my team, failures are learning opportunities, and messengers of them are not
punished.
3. On my team, responsibilities are shared.
4. On my team, cross-functional collaboration is encouraged and rewarded.
5. On my team, failure causes enquiry.
6. On my team, new ideas are welcomed.
7. On my team, failures are treated primarily as opportunities to improve the system.
32. excella.com | @excellaco
Knowing is half the battle.
http://cdn.churchm.ag/wp-content/uploads/2014/03/knowing-is-half-the-battle.jpg
33. excella.com | @excellaco
Speak to the head and the
heart.
http://lauriehaller.org/wp-content/uploads/2015/05/20150518-1.jpg
34. excella.com | @excellaco
Winning IT and organizational performance.
http://i2.cdn.cnn.com/cnnnext/dam/assets/150606190815-american-paharoah-crossing-line-super-169.jpg
35. excella.com | @excellaco
Burnout is real and has a human toll.
Read John Willis’ “Karojisatsu” post on the IT Revolution blog.
https://www.flickr.com/photos/44534236@N00
38. excella.com | @excellaco
People do not come to work
to do a bad job.
Everyone is doing the best
they can given the
information they have at the
time.
New
Assumption
s
39. excella.com | @excellaco
Shift from ”Who?” to “Why?”
Why did you do what you did?
Why did that action make sense to you at the time?
Why did the system allow you to do that?
42. excella.com | @excellaco
Model the behavior.
1. Frame work as learning problems, as opposed to execution
problems.
2. Acknowledge your own fallibility.
3. Model curiosity by asking a lot of questions.
45. excella.com | @excellaco
To the supervisors, managers, leaders, and anyone who considers
themselves a boss…
http://static.spin.com/files/120628-bruce.png
46. excella.com | @excellaco
"The supposition is prevalent the world
over that there would be no problems
in production or service if only our
production workers would do their jobs
in the way that they were taught.
Pleasant dreams. The workers are
handicapped by the system, and the
system belongs to the
management.”
Deming, “Out of the Crisis” (p. 121)
https://www.census.gov/history/img/deming.jpg
47. excella.com | @excellaco
Speed of the leader. Speed of the team.
https://c1.staticflickr.com/2/1049/5142119589_1aaf74ded4_b.jpg
48. excella.com | @excellaco
You control consequences and rewards.
http://lvannorman.weebly.com/uploads/1/9/5/8/19580573/2662697_orig.jpg?241
49. excella.com | @excellaco
It reflects how we think and what we value.
It shows up in how we act.
It is changeable.
Culture.