“It’s through mistakes that you actually can grow. You have to get bad in order to get good.”
– Paula Scher –
We must permit ourselves to make mistakes and to learn from them. Preventing a mistake from recurring is more important than quick resolutions.
Identify changes and incidents that did not go right
Analyze the root causes, identify improvement initiatives and ensure fixes at the core
Design rewards: gain from preventing pain, reward openness and celebrate near-misses
Major Incident Matrix
The cheapest incident to resolve is the one that never happened. In reality shit happens, especially in complex IT environments. IT professionals turn into politicians: dodging the bullet and disputing the severity of an incident. In traditional SLAs the maximum number of high priority incidents (P1s) is stated, not the business impact (lost productivity and sales). Focus is on incident resolution instead of incident prevention.
Zero Repeat is XLA-style: the focus is to learn from mistakes. The two ingredients for Zero Repeat are: 100% indisputable RCAs and 100% effective changes to take out the route cause.Guide
“You won’t catch me giving clear lectures.”
– Don Norman –
Experiences are no longer a miracle. Emotions and long-lasting memories are formed by the four elements of emotional design: intuition, behavior, reflection and expectations.
Collect the top-five frustrations with IT
Plot IST associations per element on the emotional heatmap
Design the emotional SOLL
Emotional Design Map
Designing IT systems and services is an ‘emotion-free zone’: the emotional needs and state of users are barely addressed. It’s all about functional and non-functional requirements. When the last named requirements are met, users seek to fulfill the next one: usability (practical and useful) and desirability (attractive and appealing).
How to address emotions? Start to understand why users love or hate IT-services by learning from their expressions when they interact.Guide
“The best way to predict the future is to create it.”
– Abraham Lincoln –
We must have a clear aim before we can identify moments of truth and know where to focus on: your landing zones.
Landing Zone Journey
Apple’s product launches have become epic in many ways: from sales records to emotional desirability. These introductions are all about touch, not tech. In Enterprise IT it’s quite the opposite: roll-outs are managed with a technical perspective in mind instead of a desired emotional state. New IT services and user-impacting changes don’t land well with users. Annoyance, irritation, and rage are not uncommon.
Landing zones are all about a state of mind for your users. Where do you want users to land when you launch a new IT service, like an enterprise application or a cloud-based workplace? Imagine seven landing zones where users land: angry, frustrated, who cares, ok, happy and excited. Pinpoint where your users want to land and make it happen.Guide
“The more I expect, the more unhappy I am going to be. The more I accept, the more serene I am.”
– Michael J. Fox –
Things which seem very obvious can still go wrong. We need to understand what drives the confidence in IT and prevent them being labeled as ‘SNAFU’.
SNAFU is a messy, confusing and chaotic state, leading to disturbed and untrusted relations. With an outsider’s perspective you will see ‘the emperor’s new clothes’ and are able to turn the tables.
You want peace of mind: the feeling of being safe and protected. An outage triggered by ‘a failover that failed’ leads to anxiety and agitation. Without peace of mind it’s hard to have trust in IT’s promise to ‘serve and protect’.Guide
“Behind every great man is a woman rolling her eyes.”
– Jim Carrey –
Everyone loves a compliment. Motivation is all about a feeling of great achievement. Honest appreciation for your work is a stronger motivation than penalties of financial rewards.
Postitive Reinforcements Map
Positive reinforcement is not possible in an environment where carrots and sticks — the most primitive form of motivation — are leading. The biggest disadvantage of traditional SLAs is the ‘cover your ass’ culture. It often dominates: everyone just tries to cover their own ass, with little regard for what happens in the rest of the chain.
What is the true impact of incentives? It is not extrinsic motivation (punishments or rewards) but intrinsic motivation (pride and passion) that make people go the extra mile.Guide