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A Funny Thing Happened on A Funny Thing Happened on the Way to the Forumthe Way to the Forum

Lecture 1 IEM5010 Summer 2002Lecture 1 IEM5010 Summer 2002

Paul E. Rossler, Ph.D., P.E.Paul E. Rossler, Ph.D., P.E.

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OverviewOverview

• Review the course syllabusReview the course syllabus• Identify and discuss common factors in Identify and discuss common factors in

technology disasterstechnology disasters• Consider Squire’s concepts: the politics Consider Squire’s concepts: the politics

of bureaucracy and maestros of of bureaucracy and maestros of technologytechnology

• Discuss the implications of Harvey’s Discuss the implications of Harvey’s Abilene paradox on technology Abilene paradox on technology initiativesinitiatives

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Learning objectivesLearning objectives

• Increase your understanding and Increase your understanding and awareness of the key factors that awareness of the key factors that increase the probability of effective increase the probability of effective implementation and use of new implementation and use of new technology (i.e., new methods, technology (i.e., new methods, processes, equipment, hardware, processes, equipment, hardware, software)software)

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Learning objectivesLearning objectives

• Know the characteristics of effective Know the characteristics of effective leaders and processes associated with leaders and processes associated with new technology initiativesnew technology initiatives

• Relate the above knowledge to your Relate the above knowledge to your own industry, company, and experienceown industry, company, and experience

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Class scheduleClass scheduleJune 13June 13 A funny thing happened…A funny thing happened…

June 25June 25 Getting stuck. Getting out.Getting stuck. Getting out.

July 9July 9 Personalities, Processes, Personalities, Processes, and Politicsand Politics

July 23July 23 Change, change, changeChange, change, change

August 1August 1 Putting it all togetherPutting it all together

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Grade based on five essaysGrade based on five essays

• 3-5 pages in length (note change from 3-5 pages in length (note change from syllabus)syllabus)

• Wild card option available on allWild card option available on all– Question (or questions) of your own Question (or questions) of your own

choosingchoosing– Must get your question approvedMust get your question approved– Response must be grounded in the Response must be grounded in the

course materialcourse material

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Essay grading criteriaEssay grading criteria

• Logical Flow and OrganizationLogical Flow and Organization• Strength of ArgumentStrength of Argument• Critical Thinking SkillsCritical Thinking Skills• Use of Course MaterialUse of Course Material• ProfessionalismProfessionalism

Please refer to Excel spreadsheet/handout

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Factors in 10 technology Factors in 10 technology disastersdisasters

• Specifications decided by technology-Specifications decided by technology-illiterate customerilliterate customer

• Less than honest communicationLess than honest communication• Relying on guesswork; Ignoring scale Relying on guesswork; Ignoring scale

effectseffects• Cutting corners to cut costCutting corners to cut cost• Lack of attention to detailLack of attention to detail

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Factors (continued)Factors (continued)

• Mismatch between new technology and Mismatch between new technology and old onesold ones

• Foregoing proven technologies for novel Foregoing proven technologies for novel onesones

• Over-reliance on technologyOver-reliance on technology• "Normal" accidents inherent in system "Normal" accidents inherent in system

designdesign

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Why some projects fly and Why some projects fly and others crash and burnothers crash and burn

DimensionsDimensions R100R100 R101R101Competent technical Competent technical leadershipleadership xx

Appropriate staffingAppropriate staffing xxUse of appropriate Use of appropriate technologytechnology xx

Reasonable expectationsReasonable expectations xxHonesty toward Honesty toward engineered objectengineered object xx

What makes some What makes some development efforts succeed?development efforts succeed?

Form Cross-Functional

Teams

Integration ofDiverse Skills

Based on Jassawalla, A.R. and H.C. Sashittal, Building collaborative cross-functional product teams. Academy of Management Executive, 1999. 13(3): p. 50-63.

Willingness toCooperate

Access to Informationand Resources

Top Management’sTolerance for Delays

and Failures

Level of Interpersonal Trust

Comfort LevelWith Changes

Team LeadershipCulture

Propensity to Experiment and Adapt

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Squires thinks that hierarchical Squires thinks that hierarchical structures cause problemsstructures cause problems

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He also thinks that maestros of He also thinks that maestros of technology are key to successtechnology are key to success• Possess great technical and managerial Possess great technical and managerial

skillsskills– Didn’t rush into management but served Didn’t rush into management but served

apprenticeships that provided tests of competenceapprenticeships that provided tests of competence– Focus on improvement rather than innovationFocus on improvement rather than innovation– Aren’t seduced by gadgets or new technologyAren’t seduced by gadgets or new technology

• Understand Watson-Watts Law of Third Understand Watson-Watts Law of Third BestBest

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Watson-WattsWatson-WattsLaw of Third BestLaw of Third Best

Best never comes.Best never comes.Second best takes too long or costs too Second best takes too long or costs too

much.much.Pick the third best and get on with it.Pick the third best and get on with it.

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Maestros of technology Maestros of technology (continued)(continued)

• Show tremendous loyalty to the Show tremendous loyalty to the project’s objectivesproject’s objectives

• WorkaholicsWorkaholics• Get around; know what’s happeningGet around; know what’s happening• Aren’t concerned about positionAren’t concerned about position• Help others become maestrosHelp others become maestros

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Complex projects require a Complex projects require a great many maestros and…great many maestros and…

• A great leader who ensures they A great leader who ensures they cooperate and who sorts things out cooperate and who sorts things out when they don’twhen they don’t

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Harvey provides a Harvey provides a fundamental insightfundamental insight

““The inability to manage agreement - not The inability to manage agreement - not the inability to manage conflict - is the the inability to manage conflict - is the essential symptom that defines essential symptom that defines organizations caught in the web of the organizations caught in the web of the Abilene Paradox.”Abilene Paradox.”

J. B. Harvey, The Abilene Paradox and other meditations on management (Lexington, MA: Lexington Books, 1988).

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The Abilene ParadoxThe Abilene Paradox

““Organizations frequently take actions in Organizations frequently take actions in contradiction to the data they have for contradiction to the data they have for dealing with problems and, as a result, dealing with problems and, as a result, compound their problems rather than compound their problems rather than solving them.”solving them.”

Source: J. B. Harvey, The Abilene Paradox and other meditations on management (Lexington, MA: Lexington Books, 1988).

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Some underlying causes of Some underlying causes of the paradoxthe paradox

(1)(1) Action anxietyAction anxiety(2)(2) Negative fantasiesNegative fantasies(3)(3) Real riskReal risk(4)(4) Separation anxietySeparation anxiety(5)(5) Psychological reversal of riskPsychological reversal of risk

Source: J. B. Harvey

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Is there a solution?Is there a solution?

““Most individuals like quick, ‘clean,’ ‘no-risk’ Most individuals like quick, ‘clean,’ ‘no-risk’ solutions to organizational problems. solutions to organizational problems. Furthermore, they tend to prefer solutions Furthermore, they tend to prefer solutions based on mechanics and technology, rather based on mechanics and technology, rather than on attitudes of "being." Unfortunately, the than on attitudes of "being." Unfortunately, the underlying reality of the paradox makes it underlying reality of the paradox makes it impossible to provide either no-risk solutions or impossible to provide either no-risk solutions or action technologies that are divorced from action technologies that are divorced from existential attitudes and realities.”existential attitudes and realities.”

Source: J. B. Harvey

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Some questionsSome questions

• Why do many new technology initiatives Why do many new technology initiatives either fail to deliver all that’s been either fail to deliver all that’s been promised or fail to deliver altogether?promised or fail to deliver altogether?

• What can a leader do to reduce or What can a leader do to reduce or eliminate the probability of failure (or eliminate the probability of failure (or outright disaster) of a new technology or outright disaster) of a new technology or change initiativechange initiative

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Some questions (continued)Some questions (continued)

• What things can be done by those who What things can be done by those who are not in a position of power?are not in a position of power?

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Something to look forward to Something to look forward to

• Essay 1 due June 20 for TUL, STW, Essay 1 due June 20 for TUL, STW, and compressed video studentsand compressed video students– Due June 27 for all othersDue June 27 for all others

• Next class is Tuesday, June 25.Next class is Tuesday, June 25.– Read Alexander’s Read Alexander’s The EnduranceThe Endurance