{"id":10522,"date":"2020-01-22T07:01:22","date_gmt":"2020-01-22T12:01:22","guid":{"rendered":"https:\/\/www.eginnovations.com\/blog\/?p=10522"},"modified":"2022-08-24T08:38:58","modified_gmt":"2022-08-24T12:38:58","slug":"unified-monitoring-it-culture-change","status":"publish","type":"post","link":"https:\/\/www.eginnovations.com\/blog\/unified-monitoring-it-culture-change\/","title":{"rendered":"Unified Monitoring and the Paradox of IT Culture Change"},"content":{"rendered":"

\"Managing<\/a>I have a coffee mug on my desk that I got from a sales manager many years ago. It\u2019s now filled with pens (I don\u2019t drink coffee), but I take a look at it once in a while.<\/p>\n

I was starting to think about IT transformation again and noticed a picture of my daughter and an expired AAA card (I might have been thinking AARP) as I looked at that old mug… it reminded me I\u2019m not getting any younger.<\/p>\n

But it also reminded me of a paradox of culture change.<\/p>\n

Organizations are being infused with new, younger lions. The good news is they often embrace change, but the flip side is they may not have the slightest interest in understanding the lessons of the past.<\/p>\n

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\u201c<\/span>What I have tended to see with Gen-Y is a willingness to reinvent the wheel without consulting or being concerned with what has gone on before. Some of this is obviously good. But when Gen-Y’s are wrong, service-level agreements suffer and massive costs are incurred, while old lessons are painfully re-discovered.\u201d<\/span>\"\"<\/p>\n

IT Generation Gap<\/em><\/a><\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n

While many old lions cling to the \u201cold ways,\u201d they do know their way around the jungle. They are able to compensate their loss of speed through recognizing where the dangers are \u2014 the quicksand and the cliffs.<\/p>\n

But everyone \u2014 lions or gazelles, young and old \u2014 has natural limits to what amount of change they can accommodate. As IT faces increasing pressure to accelerate transformative change, the paradox of behavior change can trigger people’s natural tendency to seek stability.<\/p>\n

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\u201c<\/span>Resistance is proportionate to the size and speed of the change, not to whether the change is a favorable or unfavorable one.\u201d<\/span>\"\"<\/p>\n

Paradox of Behavior Change<\/em><\/a><\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n

Understanding your organization\u2019s optimal rate of growth\/change (and why) is an important element of establishing unified monitoring in an organization. Smaller, incremental changes are often a faster path to sustained change than big bangs.<\/p>\n

\u201cWhen eating an elephant take one bite at a time.\u201d \u2013 Creighton Abrams<\/em><\/p>\n

\"zone<\/a><\/p>\n

Taking smaller, incremental bites of the elephant is a way of avoiding people\u2019s natural tendencies to emerge by finding where your organization\u2019s \u201czone of growth\u201d is.<\/p>\n

<\/span>Unified Monitoring\u2019s Impact on Organizational Change<\/span><\/h2>\n

I\u2019ve ranted about\u00a0transparency<\/a>\u00a0before. On the surface, providing everyone with a single pane of glass sounds like an easy, quick way to get everyone on the same page. But after 15 years of pioneering\u00a0unified monitoring<\/a>, we\u2019ve learned some painful lessons about changing organizational behavior.<\/p>\n

<\/span>Monitoring\u2019s broad scope presents stakeholder challenges<\/span><\/h3>\n