Heather, a manager at a publishing company, prides herself on her extremely high standards, even jokingly referring to herself as a “perfectionist,” but she has difficulty meeting deadlines. During brainstorming sessions with her staff, Heather yearns to unearth new discoveries and innovations, but dreads making even the smallest mistakes, putting a damper on creativity. She tends to take on only familiar challenges in order to guarantee that she will excel. Recently Heather noticed she has difficulty relating to and encouraging her subordinates. She longs to be able to inspire them, but finds she can see only flaws in their work. Because Heather is also self-critical, she is tense and rigid when embarking on new projects, putting a clamp on productivity.
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Comments
Treat systems like living beings
Two points:
1. Systems development is not linear. It is more like our bodies. Our bodies create and kill off cells from the time we are born until we pass on. There is growth, sometimes deterioration, but always change. Improve in phases.
2. Years ago, systems took so long to develop that the users knew there were 10-13 years between efforts and failure to get EVERY perceived requirement in during a development meant they had to wait 10-13 years. That is ingrained in the more senior users. We need to convince them that we can execute 90-120 day developments to improve on an almost continual basis. Once we prove that is true, users will be more willing to cut off features and accept improvements for each cycle.
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