The Association Management Center perspective Driving and Leading Technical Change
TMAR’s Promise <ul><li>While change is inevitable, helping your staff get on board with senior managements’ decisions is n...
Intro <ul><li>Ronald M Moen </li></ul><ul><li>[email_address]  |  847.375.4774 </li></ul><ul><li>Director, AMC & CoreSourc...
 
wisdomquotes.com <ul><li>Axe   [Albert Einstein] </li></ul><ul><li>Enemies   [Woodrow Wilson] </li></ul><ul><li>Unlearn   ...
wisdomquotes.com <ul><li>Irrelevance   [Shinseke] </li></ul><ul><li>Already Knows   [Epictetus] </li></ul><ul><li>Responsi...
Roadmap <ul><li>Commentary on Change </li></ul><ul><li>Change for Technical Products [Stuff] </li></ul><ul><li>Change for ...
Change Theory  (A) <ul><li>Three Stages of Change (1950s Lewin) </li></ul><ul><li>[google ‘three stages of change’ for mor...
U – C – R: Steps <ul><li>U nderstand Need  Support from Top  Address Doubts </li></ul><ul><li>C ommunicate Often  Dispel R...
Change Theory  (B) <ul><li>Five Stages of Change (1970s URI) </li></ul><ul><li>Contemplate (uncertain) </li></ul><ul><li>P...
Change Theory  (B)
Key Ingredients  (A & B) <ul><li>Clarity of Purpose </li></ul><ul><li>Time to Adapt & Adopt </li></ul><ul><li>Communicatio...
Change  [Technical Product] <ul><li>AMC’s Product: Conference Connection v2 </li></ul><ul><li>Partitioning the Design </li...
Partitioning the Design
Revision Control Check OUT Check IN TEST
Template System
Formal Verification Dev Team Test Customer Accept Test
Change  [Technical People] <ul><li>AMC’s Product: Conference Connection v2 </li></ul><ul><li>Food & Candy </li></ul><ul><l...
Change  [Technical People] <ul><li>The smart ones are always trouble… </li></ul>
Leading  Traditional  Change From Leading Geeks / P Glen WHO
Leading  Technical  Change From Leading Geeks / P Glen WHAT
Change  [Technical People] <ul><li>AMC’s Product: Conference Connection v2 </li></ul><ul><li>Internal Facilitation </li></...
Challenges to Change <ul><li>Tendency to repeat the old way </li></ul><ul><li>New way takes extra time </li></ul><ul><li>L...
Lessons Learned <ul><li>Regular reviews are essential </li></ul><ul><li>Group buy-in needed  before  work began </li></ul>...
Success ! <ul><li>Understand Technical People </li></ul><ul><li>Do not delegate change </li></ul><ul><li>Not everyone is i...
Recommended Reading <ul><li>Leading Geeks (Glen) </li></ul><ul><li>The Art of the Start (Kawasaki) </li></ul><ul><li>Lewin...
 
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Taug09 leading change_amc_rmm

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Presentation at the TMA Resources Annual Group conference May 2009. Connect with Ron Moen for details (contact info in presentation)

Publicada em: Negócios, Tecnologia
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Taug09 leading change_amc_rmm

  1. 1. The Association Management Center perspective Driving and Leading Technical Change
  2. 2. TMAR’s Promise <ul><li>While change is inevitable, helping your staff get on board with senior managements’ decisions is not impractical. </li></ul><ul><li>Learn how other executives help staff cope with change. </li></ul><ul><li>TMA Resources’ clients will share how they managed staff expectations during large feats such as upgrading to a new system to smaller changes such as implementing new processes. </li></ul>
  3. 3. Intro <ul><li>Ronald M Moen </li></ul><ul><li>[email_address] | 847.375.4774 </li></ul><ul><li>Director, AMC & CoreSource </li></ul>
  4. 5. wisdomquotes.com <ul><li>Axe [Albert Einstein] </li></ul><ul><li>Enemies [Woodrow Wilson] </li></ul><ul><li>Unlearn [Gloria Steinem] </li></ul><ul><li>Concrete [Anonymous] </li></ul>
  5. 6. wisdomquotes.com <ul><li>Irrelevance [Shinseke] </li></ul><ul><li>Already Knows [Epictetus] </li></ul><ul><li>Responsive [Charles Darwin] </li></ul><ul><li>Time [Andy Warhol] </li></ul>
  6. 7. Roadmap <ul><li>Commentary on Change </li></ul><ul><li>Change for Technical Products [Stuff] </li></ul><ul><li>Change for Technical Peoples [Geeks] </li></ul><ul><li>Recommended Reading </li></ul>
  7. 8. Change Theory (A) <ul><li>Three Stages of Change (1950s Lewin) </li></ul><ul><li>[google ‘three stages of change’ for more…] </li></ul>U C R
  8. 9. U – C – R: Steps <ul><li>U nderstand Need Support from Top Address Doubts </li></ul><ul><li>C ommunicate Often Dispel Rumor Involve Many </li></ul><ul><li>R einforcement Training Celebration </li></ul>
  9. 10. Change Theory (B) <ul><li>Five Stages of Change (1970s URI) </li></ul><ul><li>Contemplate (uncertain) </li></ul><ul><li>Prepare (certain) </li></ul><ul><li>Change (action) </li></ul><ul><li>[google ‘stages of change’ for more…] </li></ul>
  10. 11. Change Theory (B)
  11. 12. Key Ingredients (A & B) <ul><li>Clarity of Purpose </li></ul><ul><li>Time to Adapt & Adopt </li></ul><ul><li>Communication </li></ul>
  12. 13. Change [Technical Product] <ul><li>AMC’s Product: Conference Connection v2 </li></ul><ul><li>Partitioning the Design </li></ul><ul><li>Revision Control </li></ul><ul><li>Template System </li></ul><ul><li>Formal Verification </li></ul>
  13. 14. Partitioning the Design
  14. 15. Revision Control Check OUT Check IN TEST
  15. 16. Template System
  16. 17. Formal Verification Dev Team Test Customer Accept Test
  17. 18. Change [Technical People] <ul><li>AMC’s Product: Conference Connection v2 </li></ul><ul><li>Food & Candy </li></ul><ul><li>Margarita Mondays </li></ul><ul><li>Consultant Bartenders </li></ul><ul><li>No swine </li></ul>
  18. 19. Change [Technical People] <ul><li>The smart ones are always trouble… </li></ul>
  19. 20. Leading Traditional Change From Leading Geeks / P Glen WHO
  20. 21. Leading Technical Change From Leading Geeks / P Glen WHAT
  21. 22. Change [Technical People] <ul><li>AMC’s Product: Conference Connection v2 </li></ul><ul><li>Internal Facilitation </li></ul><ul><li>Manage Ambiguity </li></ul><ul><li>Nurture Motivation </li></ul><ul><li>External Representation </li></ul>
  22. 23. Challenges to Change <ul><li>Tendency to repeat the old way </li></ul><ul><li>New way takes extra time </li></ul><ul><li>Limited ability to see benefit of new way </li></ul><ul><li>Prior negative experience with change </li></ul><ul><li>Resistant to system they did not choose </li></ul>
  23. 24. Lessons Learned <ul><li>Regular reviews are essential </li></ul><ul><li>Group buy-in needed before work began </li></ul><ul><li>Leader on the team to enforce new way </li></ul><ul><li>More complete research on options </li></ul><ul><li>Communicate the research and reasoning behind decision to the team </li></ul>
  24. 25. Success ! <ul><li>Understand Technical People </li></ul><ul><li>Do not delegate change </li></ul><ul><li>Not everyone is in same readiness </li></ul><ul><li>Five deposits for every one withdrawal </li></ul><ul><li>Develop a process to step the change </li></ul><ul><li>Celebrate iterative success along the way </li></ul>
  25. 26. Recommended Reading <ul><li>Leading Geeks (Glen) </li></ul><ul><li>The Art of the Start (Kawasaki) </li></ul><ul><li>Lewin: 3 Stages of Change </li></ul><ul><li>Five Stages of Change (URI) </li></ul><ul><li>How Not To Lead Geeks: Top 10 </li></ul><ul><li>Head In, Hands On (Ram Charan) </li></ul><ul><li>Leadership Focus on Customer (Field) </li></ul>

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