Driving Technical Change 1st Edition by Terrence Ryan ISBN 1934356603 978-1934356609
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ISBN 10: 1934356603
ISBN 13: 978-1934356609
Author: Terrence Ryan
Your co-workers’ resistance to new technologies can be baffling. Logical arguments can fail. If you don’t do politics, you will fail. With _Driving Technical Change_, by Terrence Ryan, you’ll learn to read users’ “patterns of resistance”-and then dismantle their objections. Every developer must master the art of evangelizing. With these techniques and strategies, you’ll help your organization adopt your solutions-without selling your soul to organizational politics.
Finding cool languages, tools, or development techniques is easy-new ones are popping up every day. Convincing co-workers to adopt them is the hard part. The problem is political, and in political fights, logic doesn’t win for logic’s sake. Hard evidence of a superior solution is not enough. But that reality can be tough for programmers to overcome.
In Driving Technical Change: Why People On Your Team Don’t Act on Good Ideas, and How to Convince Them They Should, Adobe software evangelist Terrence Ryan breaks down the patterns and types of resistance technologists face in many organizations.
You’ll get a rich understanding of what blocks users from accepting your solutions. From that, you’ll get techniques for dismantling their objections-without becoming some kind of technocratic Machiavelli.
In Part I, Ryan clearly defines the problem. Then in Part II, he presents “resistance patterns”-there’s a pattern for each type of person resisting your technology, from The Uninformed to The Herd, The Cynic, The Burned, The Time Crunched, The Boss, and The Irrational. In Part III, Ryan shares his battle-tested techniques for overcoming users’ objections. These build on expertise, communication, compromise, trust, publicity, and similar factors. In Part IV, Ryan reveals strategies that put it all together-the patterns of resistance and the techniques for winning buy-in. This is the art of organizational politics.
In the end, change is a two-way street: In order to get your co-workers to stretch their technical skills, you’ll have to stretch your soft skills. This book will help you make that stretch without compromising your resistance to playing politics. You can overcome resistance-however illogical-in a logical way.
Table of contents:
Part 1: Introduction
Chapter 1: Why This Book?
How Is This Book Organized
Why You Should Read This Book
Who I Think You Are
Chapter 2: Defining the Problem
What Do We Mean by Professional Development?
Who Are These Skeptics?
Why Do We Need to Sell It?
Chapter 3: Solve the Right Problem
Why Do It?
Seeing Solutions
Challenges
Things to Try
Part 2: Skeptic Patterns
Chapter 4: Who Are the People in Your Neighborhood?
Chapter 5: The Uninformed
Why Don’t They Use the Technology?
Underlying Causes
Effective Countering Techniques
Prognosis
Chapter 6: The Herd
Underlying Causes
Effective Countering Techniques
Prognosis
Chapter 7: The Cynic
Underlying Causes
Effective Countering Techniques
Prognosis
Chapter 8: The Burned
Underlying Causes
Effective Countering Techniques
Prognosis
Chapter 9: The Time Crunched
Underlying Causes
Effective Countering Techniques
Prognosis
Chapter 10: The Boss
Underlying Causes
Effective Countering Techniques
Prognosis
Chapter 11: The Irrational
Underlying Causes
Effective Countering Techniques
Prognosis
Part 3: Techniques
Chapter 12: Filling Your Toolbox
Chapter 13: Gain Expertise
Why Does It Work?
How Do You Become an Expert?
Skeptics That It Counters
Pitfalls
Wrapping Up
Chapter 14: Deliver Your Message
Why Does It Work?
Mastering Delivery
Skeptics That It Counters
Pitfalls
Wrapping Up
Chapter 15: Demonstrate Your Technique
Why Does It Work?
Demonstration Opportunities
Skeptics That It Counters
Pitfalls
Wrapping Up
Chapter 16: Propose Compromise
Why Does It Work?
Discovering Compromise
Skeptics That It Counters
Pitfalls
Wrapping Up
Chapter 17: Create Trust
Why Does It Work?
Developing Trust
Skeptics That It Counters
Pitfalls
Wrapping Up
Chapter 18: Get Publicity
Why Does It Work?
Seeking the Limelight
Skeptics That It Counters
Pitfalls
Wrapping Up
Chapter 19: Focus on Synergy
Why Does It Work?
Developing Synergy
Skeptics That It Counters
Pitfalls
Wrapping Up
Chapter 20: Build a Bridge
Why Does It Work?
Developing a Bridge
Skeptics That It Counters
Pitfalls
Wrapping Up
Chapter 21: Create Something Compelling
Why Does It Work?
Creating That Something
Skeptics That It Counters
Pitfalls
Wrapping Up
Part 4: Strategy
Chapter 22: Simple, Not Easy
Chapter 23: Ignore the Irrational
What Exactly Does This Mean?
Why Is This Challenging?
Chapter 24: Target the Willing
Order of Difficulty
Easy
Hard
Hardest
Chapter 25: Harness the Converted
Request Help
Create Evangelists
Cross-Promote
Consume Attention
Chapter 26: Sway Management
What Do You Want from Management?
How Do You Get It?
Now What?
Chapter 27: Final Thoughts
Cautionary Tales
Success Is Siloed
Problems Always Expand
A Journey, Not a Destination
Bibliography
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