The Challenge of Change in Geek-Oriented Companies
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The document discusses strategies for improving engagement and productivity in high-tech workplaces, particularly among 'geeks' or knowledge workers. It emphasizes the importance of understanding their unique culture, providing clear structures, and using effective communication techniques to foster collaboration and adaptability. Key recommendations include avoiding disruptive practices, leveraging data, and implementing creative interventions to facilitate organizational change.
The Challenge of Change in Geek-Oriented Companies
- 1. Meeting the Challenge of Change in Geek-Oriented Companies with Lucy Freedman
- 2. Welcome Goal: Increase our ability to add value in high-tech workplaces by better understanding their world and engaging them where they are
- 3. 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….”
- 4. Why Is This Important? • Economic engine • They can really benefit • It’s time to remove the firewall (if there is one)
- 5. Missed Opportunities • Executive role modeling • Process improvement • Product quality • Retention of top talent • Reputation with customers
- 6. It’s Hard to Watch This…
- 7. Agenda • What changes deliver the most value? • Setting the stage • Do’s and don’t’s • The SYNTAX approach • Insights and motivators • Clever hacks
- 9. OD and High Tech • Parallel growth over half a century • Culture gap • Transformative technologies • Corporations ARE people • Huge upside potential for partnering
- 10. Purpose of OD / Leadership Development / Change Initiatives • Increase profitability • Adapt to new conditions • Enhance culture • Increase efficiency • Manage crisis
- 11. OD Interventions • Consulting Skills • Negotiation Training • Meeting Format • Process Improvement
- 12. High Tech Workplaces • Growing population • Nature of the work
- 14. High Tech Workplaces • Growing population • Nature of the work • Geek factor
- 15. Geek Factor • Geek work is head work • Relies on discretionary effort • High need for collaboration • Over- and under-assertive styles • Low interest in leadership
- 16. Need for Collaboration “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
- 17. 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
- 18. Do’s • Provide clear structure • Use data • Help hack the system • Respect work flows • Recognize emotional risks • Apply good design
- 19. Good Design • Mostly invisible • Guides behavior • Supports business strategy • Elegant • Meets people where they are
- 20. SYNTAX = Structure • Dovetails with culture and business needs • Has immediately observable impact • Feeds into multiple application programs • Covers full spectrum of styles
- 22. SYNTAX: PLAN • Aim frame • Goal questions
- 23. SYNTAX: LINK • Establish rapport • Keep communication open
- 24. SYNTAX: BALANCE • Make clear, complete requests and agreements • Follow up
- 25. SYNTAX: INFORM • Gather information from their map • Use what and how questions
- 26. SYNTAX: LEARN • Solicit and give feedback • Try something new
- 27. Smart Work The Syntax Guide to Influence Second Edition
- 28. Addressing the Challenge • Facilitate, not impede • Seed interest • Allow low profile participation • Use multiple platforms • Be irreverent • Rinse and repeat
- 29. Idea Exchange What have we learned? Insights that are helpful for consulting in high-tech organizations
- 30. Idea Exchange What do they want? Motivators for high-tech employees to engage in organizational or leadership development
- 31. Creative Interventions • Two leaders: TL and TLM
- 32. Creative Interventions • Two leaders: TL and TLM • Develop tribe-to-tribe links
- 33. Creative Interventions • Two leaders: TL and TLM • Develop tribe-to-tribe links • No-meetings Thursdays
- 34. Creative Interventions • Two leaders: TL and TLM • Develop tribe-to-tribe links • No-meetings Thursdays • Design interdependence
- 35. 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
- 36. 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
- 37. 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)