Adaptive Data Governance: The AT-EASE Change Management Approach - Data Governance: Creating Value from Information Assets - page 157

Fi g u r e 7. 2 shows conversations as a link between accessing and trying to
convey the idea that creating access to connections in a safe and structured
environment supports productive conversations. In turn, conversations
influence each individual's trying. The quantity and quality of the conver-
sations can be seen as an indicator of at ease and of the safety and structure
afforded by the holding environment. The “pressure cooker” metaphor
(Heifetz, Grashow, and Linsky, 2009b) is used to describe a holding envi-
ronment strong enough to contain disequilibrium of an adaptive process.
This metaphor conveys the idea that leaders can turn up the heat as well or
let the steam out as needed. However, the pressure cooker will not work if
there is no heat. In addition to creating a safe environment, leaders have to
hold employees accountable for conversations and for trying.
Realize Early Wins: Exploring and Applying
Under E xploring, stakeholders narrow the focus in order to identify next
steps appropriate to their current level of data governance, and to prepare
for implementing these steps. Connections and conversations can help
people understand the need for data governance as well as the importance
of engaging in data governance. However, employees also need to know
the specific next steps that they need to take in the immediate future.
Leaders must balance the need for inviting diverse input and stimulat-
ing conversations with the need for realizing early wins. For example,
agile data governance recognizes that executives responsible for data gov-
ernance programs may be too busy trying to meet short-term business
objectives and, thus, unable to focus on the time-consuming process of
implementing data governance (Ambler, 2012). Agile data governance
thus emphasizes narrowing down scope and realizing quick wins as a way
to motivate people.
In Figure 7.2, the link between T Trying and E xploring is labeled
commitment . This link highlights the fact that the process of trying out
different ideas and engaging in conversations can help ensure that the
organization commits to the appropriate next steps. While it may be more
efficient if leaders themselves decide on the next steps, investing time in
conversations may result in the identification of more valuable steps for the
organization to take at any given time, and promote stakeholder buy-in.
A pplying refers to the use of information learned in exploration in order
to implement small steps to enhance data governance. E xploring implies