But you can use this same model to facilitate conversations with teams that are perceived as cloud resistant. The guidance on defining corporate policy facilitates risk-based conversations with business stakeholders. Simply changing the conversation can create clarity around complex subjects and generate energy to deliver more successful solutions. That extra friction sands down the solution's rough edges and drives longer-term values. Providing these teams with a mechanism for communicating in future-looking terminology adds data points, identifies gaps, and creates healthy friction around the proposed solutions. This approach to communication masks the teams' knowledge and creates a perception of resistance. Unfortunately, even the healthiest IT teams can fall into the trap of describing these important data points as part of a specific technical solution that shouldn't be changed. Existing IT teams are commonly knowledgeable about past mistakes, tangible risks, tribal knowledge about solutions, and undocumented technical debt. It's easy to confuse resistance with friction. A CCoE is a tool that helps cloud architects and leaders create inclusive decision making. When cloud architects and other leaders invest in abolishing personal biases and driving for inclusive IT teams, resistance to change is likely to lessen quickly and dissolve over time. Signs of resistance are usually an early indicator that team members don't feel like they're part of the decision-making process. People sometimes view changes that affect the team's day-to-day jobs, sense of security, or autonomy as a risk to the collective. This reaction is natural, as human collectives with shared norms often cooperate to overcome external threats. Natural resistance to changeĪt times, the microcultures within healthy IT teams might react poorly to executive or top-down decisions to drive change. You want to heavily encourage their contribution. These teams are usually the earliest and strongest contributors to cloud center of excellence (CCoE) efforts. The details and fiscal effects might be fuzzy, but the team's value contribution is typically understood within the team.Īlthough healthy IT teams have a passion for the technology that they support, they're open to change, and willing to try new things. Healthy IT teams seek to understand the business goals that their technology contribution supports. Healthy IT teams focus on partnering with other teams to promote successfully completing duties. It's also natural for those teams to have their own microculture, shared norms, and perspectives. It's healthy to establish teams that have similar expertise, shared processes, a common objective, and an aligned vision. It's natural to create a division of labor across IT. To address the resistance caused by each antipattern, it's important to understand the root cause of the formation. These antipatterns are a result of organic changes within various teams, which result in unhealthy organizational behaviors. But two common antipatterns in IT, silos and fiefdoms, require more than individual growth or maturity to address. Many of these blockers are personal challenges that create personal growth opportunities for everyone. These antipatterns include micromanagement, biased thinking, and exclusionary practices. Some antipatterns block the growth mindset in organizations that want to grow and transform. At the heart of the growth mindset is the ability to accept change and provide leadership in spite of ambiguity. Success in any major change to business practices, culture, or technology operations requires a growth mindset.
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