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.
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
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