Professional Documents
Culture Documents
Peter Leeson
Q:PIT Ltd
Managing Fear
Can fear be a constructive tool?
Culture of fear
in all matters
including business.
Goal: 15% increased efficiency
=
Flying
Falling
Closed spaces
Open spaces
Spiders
Being buried alive
Unemployment
Ageing
Solitude
Loss
Death
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Types of Fear
Unknown
Technology
Change
Own limits
Discovery
Control
Cartoon animals
Memories
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Treating Fear
Fear can be a paralysing force; blocking progress
Fear has nearly always been seen as negative
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14 Points for
Effective Management
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11a.
11b.
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Studies of Fear
Two main areas:
The origin of fear
Childhood trauma
Evolutionary remnants
Lack of understanding
Overcoming fear
Psychology
Hypnosis
Medication
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More Precisely
The MNDA tunes the firing of neurons, which is
one of the key ways for the brain to store
memories
At very low doses, DCS boosts that process,
improving our ability to learn
This strengthens the response to traditional
therapy for fears and phobia
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Overcoming Fear
Education
If you understand the life, motivation and appetites
of spiders, you will not be afraid of them
If you understand the principles of avionics and
aerodynamics, you will be less afraid of flying
If you understand why the process is necessary and
that it is not just bureaucracy, you are more likely to
accept it
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Overcoming Fear
Support
Try to understand why people are afraid of the
change, of the new technology talk to them but
(more importantly) listen to them
Stand by them and show how it helps and supports
Take time
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A Practical Example
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Managing Fear
Fear is a powerful force
Imagine what you could do if
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Using Fear
Fear is a powerful force and needs to be
understood and used
Without fear, we would never have built houses
Without fear, Alan Turing would never have had
the funding to build the Colossus computer
Without fear, no progress would have been
possible
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Fundamentals of Success
Strong leadership
Sense of urgency
Vision of success
Communication
Empowerment
Regular improvements
Consolidating gains
Encouraging change
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Sense of Urgency?
Help others see the need for change and they
will be convinced of the importance of acting
immediately
(KotterInternational.com)
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The Commonalities
All three organizations believe themselves to be
a solid CMMI Maturity Level 2, aiming for ML3
All three organizations failed their first class C
appraisal, showing them to be ML1
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The Fears:? F
Employment
Job guarantee
Good pension
Promotion based on years service
Client Base
They have no choice where to pay their taxes
Decision Making
Political and hierarchical dont get noticed
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The Fears: P
Management
Patriarchal and authoritarian structure
Do not take criticism lightly
Customer base
Good electronics
Specialized and experienced with little competition
Employment
Few local possibilities
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The Fears: I
Client base
They come to us rather than locally because we are
cheaper, they will be happy to go somewhere even
cheaper
Employment
Dynamic IT area with a lot of small organizations and
employment opportunities for the best
Management
Remote
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The Outcomes
F: No change
P: Middle management decided not to
communicate negative results; demoralization
of staff who were asked to express their opinion
I: You heard it, if you were here this morning
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Global Market
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Progress
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Rising Costs
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Cheap Labour
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Conclusion?
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Q&A
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Contact Information
Peter Leeson
Q:PIT Ltd
PO Box 6066
Milton Keynes
MK1 9BH
United Kingdom
Tel: +44 (0)20 8433 4120
Mobile/Cell: +44 (0)773 998 98 67
E Mail: Peter@qpit.ltd.uk
Skype: qpitpjl
Internet: http://www.qpit.net
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