Becoming a Change Artist
Becoming a Change Artist
Volume 7: Quality Software Series
About the Book
In Volume 7 of the highly acclaimed Quality Software series, Gerald M. Weinberg illustrates how skilled people (Change Artists) work to create a supportive environment for software engineering —an environment in which your organization can realize long-lasting gains in quality and productivity by learning the artistry of managing change.
As the author argues, the history of software engineering is riddled with failed attempts to improve quality and productivity without first creating a supportive environment. Many managers spend their money on tools, methodologies, outsourcing, training, and application packages, but they rarely spend anything to improve or to remove the leaders who created those situations in the first place.
From systems thinking to project management to technology transfer to the interaction of culture and process, Becoming a Change Artist analyzes models of how change really happens, and how change artistry creates the environment for all other changes.
About the Author
Bundles that include this book
Table of Contents
-
Becoming a Change Artist
- Dedication
- Preface
- Part I. Modeling How Change Really Happens
-
Chapter 1. Some Familiar Change Models
- 1.1 The Diffusion Model
- 1.2 The Hole-in-the-Floor Model
- 1.3 The Newtonian Model
- 1.4 The Learning Curve Model
- 1.5 Helpful Hints and Variations
- 1.6 Summary
-
Chapter 2. The Satir Change Model
- 2.1 Overview of the Model
- 2.2 Stage 1: Late Status Quo
- 2.3 Upsetting the Balance: The Foreign Element
- 2.4 Stage 2: Chaos
- 2.5 Stage 3: Integration and Practice
- 2.6 Stage 4: New Status Quo
- 2.7 Helpful Hints and Suggestions
- 2.8 Summary
-
Chapter 3. Responses to Change
-
3.1 Choice Points
- 3.1.1 Rejecting the foreign element
- 3.1.2 Accommodating the foreign element into the old model
- 3.1.3 Transforming the old model to receive the foreign element
- 3.1.4 Integrating the transformation
- 3.1.5 Mastering the transformed model
- 3.1.6 Timing
-
3.2 Timing Change Interventions with McLyman’s Zone Theory
- 3.2.1 The Red Zone
- 3.2.2 The Yellow Zone
- 3.2.3 The Green Zone
- 3.2.4 The Gray Zone
- 3.2.5 Lessons for managers
- 3.2.6 One person at a time
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3.3 Patterns of Information Flow
- 3.3.1 Old Status Quo
- 3.3.2 Foreign element
- 3.3.3 Chaos
- 3.3.4 Integration and Practice
- 3.3.5 New Status Quo
- 3.4 Meta-change
- 3.5 Change in the Anticipating Organization
- 3.6 Helpful Hints and Suggestions
- 3.7 Summary
- 3.8 Practice
-
3.1 Choice Points
- Part II. Change Artistry in the Anticipating Organization
-
Chapter 4. Change Artistry
-
4.1 Personal Responses to Change
- 4.1.1 The person of the change artist
- 4.1.2 Types of interventions at each stage
- 4.1.3 Change and temperament
- 4.2 Case Study: Changing Geography
- 4.3 Case Study: Patching
- 4.4 Case Study: Knowing What to Leave Alone
- 4.5 Helpful Hints and Suggestions
- 4.6 Summary
- 4.7 Practice
-
4.1 Personal Responses to Change
-
Chapter 5. Keeping Most Things the Same
-
5.1 What Are You Maintaining?
- 5.1.1 Management power, perquisites, and prestige
- 5.1.2 Failure orientation
- 5.1.3 Technology mentality versus accounting mentality
- 5.2 Exposing the Theory In Use
- 5.3 Deterioration
-
5.4 Design Maintenance Debt
- 5.4.1 Design deterioration
- 5.4.2 Maintenance deterioration
- 5.5 Change Artistry Debt
- 5.7 Simple Rules for Managers
- 5.8 Helpful Hints and Suggestions
- 5.9 Summary
- 5.10 Practice
-
5.1 What Are You Maintaining?
-
Chapter 6. Practicing to Become a Change Artist
- 6.1 Going to Work
- 6.2 Making One Small Change
- 6.3 Changing Nothing
- 6.4 Changing a Relationship
- 6.5 Being The Catalyst
- 6.6 Being Fully Present
- 6.7 Being Fully Absent
- 6.8 Applying The Principle of Addition
- 6.9 Organizing The Grand Tour
- 6.10 Learning from History
- 6.11 Putting Theory Into Practice
- 6.12 Developing Yourself
- Appendix A: The Diagram of Effects
-
Appendix B: The Software Engineering Cultural Patterns
- Pattern 0. Oblivious Process
- Pattern 1: Variable Process
- Pattern 2: Routine Process
- Pattern 3: Steering Process
- Pattern 4: Anticipating Process
- Pattern 5: Congruent Process
-
Appendix C. The Satir Interaction Model
- Intake.
- Meaning.
- Significance.
- Response.
-
Appendix D. Control Models
- D.1. The Aggregate Control Model
-
D.2. Cybernetic Control Models
- D.2.1 The system to be controlled (the focus of Patterns 0 and 1)
- D.2.2 The controller (the focus of Pattern 2)
- D.2.3 Feedback control (the focus of Pattern 3)
- Appendix E. The Three Observer Positions
- What Next?
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