Driving technical change: why people on your team don't act on good ideas, and how to convince them they should
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Raleigh, NC [u.a.]
Pragmatic Bookshelf
2010
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| Schriftenreihe: | The pragmatic programmers
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XIV, 136 S. |
| ISBN: | 9781934356609 1934356603 |
Internformat
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Datensatz im Suchindex
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| adam_text | Titel: Driving technical change
Autor: Ryan, Terrence
Jahr: 2010
Acknowledgments xiii
I Introduction 1
1 Why This Book? 3
1.1 How Is This Book Organized . ............... 4
1.2 Why You Should Read This Book............. 5
1.3 Who I Think You Are.................... 5
2 Defining the Problem 7
2.1 What Do We Mean by Professional Development? ... 7
2.2 Who Are These Skeptics? ................. 8
2.3 Why Do We Need to Sell It?................ 9
3 Solve the Right Problem 11
3.1 Why Do It?.......................... 12
3.2 Seelng Solutions ...................... 13
3.3 Challenges.......................... 14
3.4 Things toTry ........................ 15
II Skeptic Patterns 17
4 Who Are the People in Your Neighborhood? 19
5 The Uninformed 21
5.1 Why Don t They Use the Technology?.......... 21
5.2 Underlying Causes..................... 22
5.3 Effective Countering Techniques............. 22
5.4 Prognosis........................... 22
6 The Herd 23
6.1 Underlylng Causes..................... 23
6.2 Effective Countering Technlques............. 24
6.3 Prognosis........................... 25
7 TheCynic 27
7.1 Underlying Causes..................... 28
7.2 Effective Countering Techniques............. 30
7.3 Prognosis........................... 30
8 The Burned 31
8.1 Underlylng Causes..................... 32
8.2 Effective Countering Technlques............. 32
8.3 Prognosis........................... 33
9 The Time Crunched 35
9.1 Underlylng Causes..................... 35
9.2 Effective Countering Techniques............. 36
9.3 Prognosis........................... 37
10 The Boss 39
10.1 Underlylng Causes..................... 39
10.2 Effective Countering Techniques............. 40
10.3 Prognosis........................... 41
11 The Irrational 43
11.1 Underlylng Causes..................... 44
11.2 Effective Countering Techniques............. 44
11.3 Prognosis........................... 45
m Techniques 47
12 Filling Your Toolboz 49
13 Gain Expertise 51
13.1 Why Does ItWork?..................... 53
13.2 How Do You Become an Expert?............. 53
13.3 Skeptics That It Counters................. 55
13.4 Pitfalls............................ 57
13.5 Wrapping Up......................... 58
14 Deliver Your Message 61
14.1 Why Does It Work?..................... 62
14.2 Mastering Delivery..................... 62
14.3 Skeptics That It Counters................. 65
14.4 Pitfalls ............................ 65
14.5 Wrapping Up......................... 66
15 Demonstrate Your Technique 67
15.1 Why Does It Work?..................... 68
15.2 Demonstratlon Opportunitles............... 68
15.3 Skeptics That It Counters................. 70
15.4 Pitfalls............................ 71
15.5 Wrapping Up......................... 71
16 Propose Compromise 73
16.1 Why Does It Work?..................... 74
16.2 Discovering Compromise.................. 75
16.3 Skeptics That It Counters................. 76
16.4 Pitfalls ............................ 77
16.5 Wrapping Up......................... 77
17 Create Trust 79
17.1 Why Does It Work?..................... 80
17.2 Developing Trust...................... 81
17.3 Skeptics That It Counters................. 83
17.4 Pitfalls ............................ 83
17.5 Wrapping Up......................... 84
18 Get Publicity 85
18.1 Why Does It Work?..................... 86
18.2 Seeklng the Limelight.................... 86
18.3 Skeptics That It Counters................. 89
18.4 Pitfalls............................ 89
18.5 Wrapping Up......................... 90
19 Focus on Synergy 91
19.1 Why Does It Work?..................... 92
19.2 Developing Synergy..................... 92
19.3 Skepücs That It Counters................. 92
19.4 Pitfalls............................ 93
19.5 Wrapping Up......................... 93
20 Build a Bridge 95
20.1 Why Does It Work?..................... 96
20.2 Developing a Bridge..................... 97
20.3 Skeptics That It Counters................. 98
20.4 Pitfalls............................ 99
20.5 Wrapping Up......................... 99
21 Create Something Compelling 101
21.1 Why Does It Work?..................... 102
21.2 Creating That Something................. 102
21.3 Skeptics That It Counters................. 103
21.4 Pitfalls............................ 104
21.5 Wrapping Up......................... 105
IV Strategy 107
22 Simple, Not Easy 109
23 Ignore the Irrational 111
23.1 What Exactly Does This Mean?.............. 112
23.2 Why Is This Challenging?................. 112
24 Target the Willing 113
24.1 Order of Difficulty...................... 113
24.2 Easy.............................. 114
24.3 Hard ............................. 114
24.4 Hardest............................ 116
25 Harness the Converted 117
25.1 RequestHelp......................... 117
25.2 Create Evangelists..................... 118
25.3 Cross-Promote........................ 119
25.4 Consume Attention..................... 120
26 Sway Management 121
26.1 What Do You Want from Management?......... 121
26.2 How Do You Get It?..................... 122
26.3 Now What?.......................... 123
27 Final Thoughts 125
27.1 Cautionary Taies...................... 125
27.2 Success Is Siloed...................... 127
27.3 Problems Always Expand ................. 128
27.4 AJourney, Not a Destination............... 128
A Bibliography 131
Index 133
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| spelling | Ryan, Terrence Verfasser aut Driving technical change why people on your team don't act on good ideas, and how to convince them they should Terrence Ryan Raleigh, NC [u.a.] Pragmatic Bookshelf 2010 XIV, 136 S. txt rdacontent n rdamedia nc rdacarrier The pragmatic programmers Personalwesen Management Innovation Arbeitsgruppe HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=021149870&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Ryan, Terrence Driving technical change why people on your team don't act on good ideas, and how to convince them they should |
| title | Driving technical change why people on your team don't act on good ideas, and how to convince them they should |
| title_auth | Driving technical change why people on your team don't act on good ideas, and how to convince them they should |
| title_exact_search | Driving technical change why people on your team don't act on good ideas, and how to convince them they should |
| title_full | Driving technical change why people on your team don't act on good ideas, and how to convince them they should Terrence Ryan |
| title_fullStr | Driving technical change why people on your team don't act on good ideas, and how to convince them they should Terrence Ryan |
| title_full_unstemmed | Driving technical change why people on your team don't act on good ideas, and how to convince them they should Terrence Ryan |
| title_short | Driving technical change |
| title_sort | driving technical change why people on your team don t act on good ideas and how to convince them they should |
| title_sub | why people on your team don't act on good ideas, and how to convince them they should |
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