IWMW 2001: Practical Web Strategies: Conflict, Ethics and Your Web Site (3)
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This document discusses approaches for dealing with conflicts that arise regarding an institution's web site, including political and ethical conflicts. It recommends taking a pragmatic approach by speaking the language of decision makers, appealing to their vision, and taking control of the situation. Specifically, it advises understanding the concepts and metrics important to IT leaders, aligning with organizational strategies and goals, finding allies, and being prepared to make your case while also considering your own team's needs. The overall message is that dealing with conflicts over a web site pragmatically and strategically is most effective.
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IWMW 2001: Practical Web Strategies: Conflict, Ethics and Your Web Site (3)
- 1. Conflict, Ethics and Your Web Site David Lomas, University of Salford Amber Thomas, Becta INSTITUTIONAL WEB MANAGEMENT WORKSHOP 2001: ORGANISING CHAOS
- 2. Dealing with Conflict A3: Conflict, Ethics and Your Web Site Amber Thomas, Becta INSTITUTIONAL WEB MANAGEMENT WORKSHOP 2001: ORGANISING CHAOS
- 3. INSTITUTIONAL WEB MANAGEMENT WORKSHOP 2001: ORGANISING CHAOS 3 Conflict - Approaches Conflicts: Political and Ethical • No easy answers (by definition!) Approaches • defeatism - “they’d never listen to us” • optimism - trust that others will see it your way • pragmatism - manage upwards
- 4. INSTITUTIONAL WEB MANAGEMENT WORKSHOP 2001: ORGANISING CHAOS 4 Pragmatic Strategies Speak their Language Appeal to their vision Take Control
- 5. INSTITUTIONAL WEB MANAGEMENT WORKSHOP 2001: ORGANISING CHAOS 5 Speak their Language • S W O T • Benchmarking • Time – Quality – Cost • Risk Analysis • Return on Investment
- 6. INSTITUTIONAL WEB MANAGEMENT WORKSHOP 2001: ORGANISING CHAOS 6 BB? Useful concepts for IT • Pareto Principle (80/20 rule) • Opportunity Costs Health Warning: can backfire http://www-mmd.eng.cam.ac.uk/people/ahr/dstools/dstools.htm More resources from http://www.rdn.ac.uk/
- 7. INSTITUTIONAL WEB MANAGEMENT WORKSHOP 2001: ORGANISING CHAOS 7 Appeal to their Vision Know their Enemy (Benchmarking) … and their Deepest Fears (Court Cases) Documents Mission Statement, Corporate Plan, Strategies: Learning & Teaching Information, Marketing & Recruitment, IT, Communications etc Find Allies powerful departments, projects, other central services (Quality, library, MIS?)
- 8. INSTITUTIONAL WEB MANAGEMENT WORKSHOP 2001: ORGANISING CHAOS 8 Take Control Anticipate the need for action Research possible options Brief the Boss Be ready to argue your case Think of YOUR needs: policies, change mgt, training, timescales etc
- 9. INSTITUTIONAL WEB MANAGEMENT WORKSHOP 2001: ORGANISING CHAOS 9 Discussion Dealing with Conflict
- 10. INSTITUTIONAL WEB MANAGEMENT WORKSHOP 2001: ORGANISING CHAOS 9 Discussion Dealing with Conflict
Notes de l'éditeur
- Everyone in right room? Housekeeping mobile phones toilet coffee
- 2 min intro
- 2 mins
- 1 mins intro Senior Mgt necessarily have a perspective on activities which means they have to have more distance They (hopfefully) see themselves as responsible for ensuring that budgets and peoples skills are being used effectively We can help them do that by saying whay we want + need in terms of what they understand They want your expertise and enthusiasm to inform their decisions. Feed decisions into decision making structures propose activities with budgets estimate timescales OTHERWISE they’ll just pat you on the head and say “very interesting” and you’ll be sent round in circles
- 3 mins Def of each with eg: SWOT - content mgt devolved to depts Our site compared to University of Tobacco Research TQC - type of search engine Risk analysis - security prorocols - how tight should they be? RoI- training all lecturers in dreamweaver vs team of htmlers
- 3 mins ( add 5 mins BB if time) Bullshit Bingo? IF TIME - flipchart exercise BB - write more down (5 mins) Useful concepts Any more? Buzzwords - joined up thinking, ownership, championing, synergy etc Buzzwords - Use it if you are comfortable If your Mgr / Committee chair is from the business school, / econmics, tread carefully Also don’t alienate - if you are lucky/unlucky enough to have a creative, visionary chair then appeal to that - obviously
- 3 mins Know what they want to tell their peers univ x web managers was told by the VC that they should have “the best academic website in the world” blessing or curse? We saw with DP and Y2K that there’s nothing like scare tactics, as long as you have some control. Risk analysis / opportunity costs don’t assume they already know this - they probably don’t Documents - formalise your relationship to other strategies, plans etc. Looks dull and can be, but senior mgt like it - after all that’s what they will be managed against Tie what you want to do in with what others are doing. If you can make your thing urgent or inherant to something else, and you have enough control to do it your way - do it Bear in mind change takes time. Plant seeds
- 5 mins Next step on is to initiate policies and planning yourself Don’t underestimate your perspective - its what they pay you for See brian’s session for an example of where this would be useful “supplying information to third parties” Ethics question If you INITIATE you can INFLUENCE
- 10 mins Anything ring true? Examples ethics aim for 10 mins allow to continue til 12:25 if its going well