the challenge of change in geek-oriented companies
Post on 30-Oct-2014
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Meeting the Challenge of
Change in Geek-Oriented
Companies with
Lucy Freedman
Welcome
Goal:
Increase our ability to add value in
high-tech workplaces by better
understanding their world and
engaging them where they are
Geeks are… “…the knowledge workers who specialize in the
creation, maintenance, or support of high technology.
They have job titles like programmer, product manager,
project manager, Quality Assurance engineer, system
designer, system architect, Web developer….
CIO, CKO, CTO….”
Why Is This Important?
• Economic engine
• They can really benefit
• It’s time to remove the firewall (if
there is one)
Missed Opportunities
• Executive role modeling
• Process improvement
• Product quality
• Retention of top talent
• Reputation with customers
It’s Hard to Watch This…
Agenda
• What changes deliver the most value?
• Setting the stage
• Do’s and don’t’s
• The SYNTAX approach
• Insights and motivators
• Clever hacks
Setting the Stage
OD and High Tech
• Parallel growth over half a century
• Culture gap
• Transformative technologies
• Corporations ARE people
• Huge upside potential for partnering
Purpose of OD /
Leadership Development /
Change Initiatives
• Increase profitability
• Adapt to new conditions
• Enhance culture
• Increase efficiency
• Manage crisis
OD Interventions
• Consulting Skills
• Negotiation Training
• Meeting Format
• Process Improvement
High Tech Workplaces
• Growing population
• Nature of the work
High Tech Workplaces
• Growing population
• Nature of the work
• Geek factor
Geek Factor
• Geek work is head work
• Relies on discretionary effort
• High need for collaboration
• Over- and under-assertive styles
• Low interest in leadership
“Sharing knowledge actually takes a huge
amount of communication and
documentation. This can be a problem for
people who both by personality and the
demands of focusing on mental work
have to isolate somewhat.”
--from Team Geek, by Brian Fitzpatrick
and
Ben Collins-Sussman
Need for Collaboration
Don’ts
• Don’t force participation
• Don’t target individuals to fix
• Don’t assume that geeks
are aware of their impact
• Don’t disrupt cultures that
are working
Do’s
• Provide clear structure
• Use data
• Help hack the system
• Respect work flows
• Recognize emotional risks
• Apply good design
Good Design
• Mostly invisible
• Guides behavior
• Supports business strategy
• Elegant
• Meets people where they are
SYNTAX = Structure
• Dovetails with culture and
business needs
• Has immediately observable
impact
• Feeds into multiple application
programs
• Covers full spectrum of styles
SYNTAX of INFLUENCE
• Aim frame
• Goal questions
SYNTAX: PLAN
SYNTAX: LINK
• Establish rapport
• Keep communication
open
SYNTAX: BALANCE
• Make clear, complete
requests and agreements
• Follow up
SYNTAX: INFORM
• Gather information from
their map
• Use what and how
questions
SYNTAX: LEARN
• Solicit and give feedback
• Try something new
Smart Work The Syntax Guide to Influence
Second Edition
Addressing the Challenge
• Facilitate, not impede
• Seed interest
• Allow low profile participation
• Use multiple platforms
• Be irreverent
• Rinse and repeat
Idea Exchange
What have we learned?
Insights that are helpful for
consulting in high-tech
organizations
What do they want?
Motivators for high-tech employees
to engage in organizational or
leadership development
Idea Exchange
Creative Interventions
• Two leaders: TL and TLM
Creative Interventions
• Two leaders: TL and TLM
• Develop tribe-to-tribe links
Creative Interventions
• Two leaders: TL and TLM
• Develop tribe-to-tribe links
• No-meetings Thursdays
Creative Interventions
• Two leaders: TL and TLM
• Develop tribe-to-tribe links
• No-meetings Thursdays
• Design interdependence
Creative Interventions
• Two leaders: TL and TLM
• Develop tribe-to-tribe links
• No-meetings Thursdays
• Design interdependence
• Bring food – intermittently!
With thanks to Brian Fitzpatrick, Ben Collins-
Sussman, Paul Glen, Dave Logan
Change Readiness Factors
• Valid business case for change
• Linkage between HR/OD and
technical departments
• Rumblings beneath the surface
• Opening to ask for help
• Ability to meet immediate need
within change framework
More Ideas
• Change Readiness Assessment https://www.surveymonkey.com/s/BL8B8KV
• Successful Change Strategy
Session
• Team Geek
• Leading Geeks
• Smart Work
• SYNTAX Messenger (e-zine)
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