Jaroslav Procházka, Ph.D.               www.differ.cz
We want tobe happy inour lives…
… and do what we like to do…
… contribute to something bigger
Even IT guys do!       ;)
We spent 1/3 of our lives at workSame time as sleeping, but more than leisure activities
Simple math: We should enjoy thework if we want to enjoy our life
But job satisfaction is decreasing over the time                  Satisfied with their jobs    80,00%    60,00%    40,00% ...
and we are not             Gallup research: work engagement in USA:                               50% not engaged at wor...
Projects’ successrate is quite lowin past decade
Running IT                               consumes                               2/3 of IT                               bu...
Human nature is not respectedand psychology is misused           Typology used to           manipulate people to be       ...
Current practice in IT projects and Services:Why?       People/teams considered as replaceable              components   ...
Why?Assumptions for 19th and 20th century jobs:(1) People are lazy, they need direct control at work andexternal motivatio...
What does science and experience say? Social systems
 Our behavior depends on context  (environment), e.g.    Milgram (1974): Obedience to Authority.       Harpercollins   ...
What does science and experience say also?                     Touch intrinsic motivation                      (not by mo...
New assumptions for 21st century creative jobs          (1) People are good by default, context forms us          (2) Peop...
Thus we need to set the right environment…              (1) helping us to deal with complexity               Way of worki...
(1) Dealing with complexity                   I. Incremental adoption of  Agile/Lean/other practices to avoid  change res...
(1) Dealing with complexity                             II.                  Simple mechanism for immediate stop and     ...
Resources                                       Mary and Tom Popendieck: Leading                                          ...
(2) boosting intrinsic motivation: autonomy                     choosing what to do, when, how and with whom             ...
(2) boosting                                          intrinsic                                          motivation:      ...
(2) boosting intrinsicmotivation: purpose Purpose    Higher productivity and     motivation if purpose is     bigger tha...
Finally: from command &  control manager …                          … to servant leader                          creating ...
Proof: job satisfaction surveys Preferences for staying in current job:    Professional development                 Mast...
Summary People are different Context forms our behavior and  reactions Constant learning and feedback Take small steps...
Resources
•  Agile and Lean coach at Tieto•   11 years in IT (developer, support, project manager, mentor & coach)              •   ...
This topic is also covered in our bookProchazka, Klimes: Operate your IT differently:Agile and Lean operations, support an...
Human IT
Human IT
Human IT
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Human IT

  1. 1. Jaroslav Procházka, Ph.D. www.differ.cz
  2. 2. We want tobe happy inour lives…
  3. 3. … and do what we like to do…
  4. 4. … contribute to something bigger
  5. 5. Even IT guys do! ;)
  6. 6. We spent 1/3 of our lives at workSame time as sleeping, but more than leisure activities
  7. 7. Simple math: We should enjoy thework if we want to enjoy our life
  8. 8. But job satisfaction is decreasing over the time Satisfied with their jobs 80,00% 60,00% 40,00% 20,00% 0,00% 1987 2009 Decrease among all age groups and all income levels Source: The Conference Board of Canada: Job Satisfaction Continues to Whither. 2009
  9. 9. and we are not  Gallup research: work engagement in USA:  50% not engaged at workengaged at work  More then 20% do not care at all McKinsey & Company: What Matters: Ten Questions That Will Shape Our Future  Actively engaged only 2-3% of employees worldwide
  10. 10. Projects’ successrate is quite lowin past decade
  11. 11. Running IT consumes 2/3 of IT budgetsLow productivity and qualityof traditional approaches
  12. 12. Human nature is not respectedand psychology is misused Typology used to manipulate people to be more productive, not to find what they are good at
  13. 13. Current practice in IT projects and Services:Why?  People/teams considered as replaceable components  Not achievable/unrealistic goals set every quarter  Micro-management (we are told what and how to do)  Great specialists nominated to management positions  Virtual quality improvement programs  Stressful environment (incidents, too many requirements to manage)
  14. 14. Why?Assumptions for 19th and 20th century jobs:(1) People are lazy, they need direct control at work andexternal motivation(2) People do not know how to proceed with their tasks,they need to be told how to do itNote: Both are manager’s role
  15. 15. What does science and experience say? Social systems
  16. 16.  Our behavior depends on context (environment), e.g.  Milgram (1974): Obedience to Authority. Harpercollins  Zimbardo (1971): Stanford prison experiment  Wilson, Kelling (1982): Broken Windows, The Atlantic  George Kelling and Catherine Coles. Fixing Broken Windows: Restoring Order and Reducing Crime in Our Communities  Darley, Baston (1973): From Jerusalem to Jericho: The study of situational and dispositional variables in helping behavior, Journal of Personality and Social Psychology, vol. 27, pp 100-119  Gladwell (2002): The Tipping Point  Ariely (2010): Predictably Irrational
  17. 17. What does science and experience say also?  Touch intrinsic motivation (not by money), e.g.  Ryan and Deci: Self-determination Theory and the Facilitation of Intrinsic motivation, Social Development and Well-Being, American Psychologist 55 (Jan 2000): 68  Deci and Ryan: Facilitating Optimal Motivation and Psychological Well_being Across Life’s Domains, Canadian Psychology 49 (Feb 2008): 14  Csikszentmihalyi: Beyond Boredom and Anxiety: Experiencing Flow in Work and Play, 25th anniversary edition, Jossey- Bass, 2000
  18. 18. New assumptions for 21st century creative jobs (1) People are good by default, context forms us (2) People are motivated to work by default if they do what they are good at and feel the purpose
  19. 19. Thus we need to set the right environment… (1) helping us to deal with complexity  Way of working ensuring learning and feedback  Change is small Kaizen steps to overcome amygdala reaction  Simple mechanism for immediate stop and root cause identification to fix quality issues(2) boosting intrinsic motivation Autonomy Mastery Purpose
  20. 20. (1) Dealing with complexity I. Incremental adoption of Agile/Lean/other practices to avoid change resistance Small Kaizen steps implemented towards ideal solution to overcome amygdala warning reaction, e.g.  short pair work intervals  regular attempt to write source code documentation  help others twice per day (leaving our comfort zone) Organizational change covering company, team but also personal vision (manager’s role is to ensure this)
  21. 21. (1) Dealing with complexity II.  Simple mechanism for immediate stop and root cause identification to fix quality issues  E.g. pair work or 5 whys  Automation as key support to learning new practices  E.g. Continuous integration, Test driven development, pair work  Learning and feedback mechanism to achieve mastery  E.g. retrospective, rotation, slack space
  22. 22. Resources Mary and Tom Popendieck: Leading Lean Software Development, Addison-Wesley, 2009 Mary and Tom Popendieck: Implementing Lean Software Development, Addison-Wesley, 2006 Liker: The Toyota Way, Deming: Out of Crisis,Senge: Fifth discipline,Random House Business, McGraw-Hill, 2003 MIT Press, 20002006
  23. 23. (2) boosting intrinsic motivation: autonomy  choosing what to do, when, how and with whom  being fully responsible for it Atlassian’s FedEx days Google, 3M: 20% of working time for people’s projects Gore Associates: choosing own manager and team Semco Brasil (Ricardo Semler): 7 day weekend working environment
  24. 24. (2) boosting intrinsic motivation: mastery Mastery  Learn new things in broader area  Feel the “flow” (Csikszentmihalyi)  10.000 hours to master
  25. 25. (2) boosting intrinsicmotivation: purpose Purpose  Higher productivity and motivation if purpose is bigger than me  Boom of non-profit work  Profit as donation strategy for many companies
  26. 26. Finally: from command & control manager … … to servant leader creating better environment
  27. 27. Proof: job satisfaction surveys Preferences for staying in current job:  Professional development Mastery  Ability to work from home Autonomy  Additional week of vacation  Flexible work schedule Autonomy Source: Salary.com: Employee Job Satisfaction & Retention Survey. 2007/08
  28. 28. Summary People are different Context forms our behavior and reactions Constant learning and feedback Take small steps to create a habit Autonomy, mastery, purpose From management to leadership
  29. 29. Resources
  30. 30. • Agile and Lean coach at Tieto• 11 years in IT (developer, support, project manager, mentor & coach) • Also teaching and researching at University of Ostrava • Presenting at international conferences • E.g. ISD, Lean IT Summit, ICGSE • Blogs and free IT e-books at www.differ.cz (in Czech and English) • You can contact me at jarek@differ.cz • Linked in: http://cz.linkedin.com/pub/jaroslav-proch%C3%A1zka/4/5b1/6a6/
  31. 31. This topic is also covered in our bookProchazka, Klimes: Operate your IT differently:Agile and Lean operations, support andmaintenance of information systems and ITservices. Grada Publishing, 2011, 288 p. [inCzech]

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