On influence, being intentional, and getting stuff done


Hello!

Here’s your What? Who? Where? When? Why? How? for the week.


WHAT influences your stakeholder’s behaviour?

Given how much more effective behavioural science is to understand and change behaviour, why do most BAs continue to rely on rational choice theories, producing a pile of rational arguments to support their recommendations despite the limited success achieved?

The Art of Letting Stakeholders Have Your Way | Adriana Beal (Text at Modern Analyst)


WHO of your stakeholders are being intentional?

A business analyst is curious about their stakeholders. They wonder what they are grappling with, what makes them tick. They’re fascinated by their perspectives and beliefs. And they have the humility to embrace the lack of time and availability that their stakeholders struggle with everyday.

Curiosity, humility and utility | Joe Newbert (Text at Newbert’s Blog)


WHERE will you find creative time?

We have more tools available for time management than at any point in human history. However, managing our time is a fool’s errand if we’re not investing that time in ways that create future value. Things like creativity, insight, and even life satisfaction must be considered, not just efficiency. 

Manage Your Mind, Not Your Time (with David Kadavy) | Todd Henry (Voice at Accidental Creative)


WHEN can you get the important stuff done?

As a business analyst, it often feels like we spend our lives spinning plates. We have to balance a whole range of tasks, meetings and other stakeholder interactions often in very tight timelines. It would be very easy to inadvertently neglect a task only to find it was crucial.

BA Productivity Tip: Manage Those IFRAs | Adrian Reed (Text at BA Times)


WHY can’t we just ‘change people’ in a couple of steps?

Many change activities and deliverables appear on project plans as line items — ticked off at regular intervals. These line items belie reality. The reality: fighting fires, raising risks, working with resistance. Longer-than expected emergency meetings to help groups adjust to change.

What does the Change Manager actually do around here? | Allan Owens (Text at Medium)


HOW can I focus on the problem?

It’s understandable that we leap to solutions. Crossing items of one’s to-do list and fixing problems provides a dopamine surge that is comforting, especially when the world around us feels more volatile and threatening. Nevertheless, an ineffective Band-Aid solution can make things worse.

How to Avoid Rushing to Solutions When Problem-Solving | Daniel Markovitz (Text at HBR)


Until next Sunday, keep growing,

— Joe

Chief Training Officer at the Business Change Academy
Editor for Inter-View Report and Podcast Host on OneSixEight FM.

P.S. What business analysis techniques would you say you regularly use?