My son and I used to ride a simulator at the local theme park, and to start with the rolling diving platform coupled with the visual effects on the screen in front was really exciting.
The simulator depicted an underground mine, and a truck travelling on rails in which you sat.
As the truck moved forward, so the platform on which you sat simulated the clanking bumping railroad track, diving down and then up through a caged route until finally the truck was launched into the void to land safely on a track some way off.
Now, of course, we were safe; and there was no chance that we would ever come to harm, but just for an instant, your disbelief was suspended, and there was an inner exhilaration at being taken out of my comfort zone.
It was, of course, acontrolled environment and if it wasn't obviously so neither of us would have tried it out.
The interesting and relevant thing about this is that over several years of using this ride, we still enjoy it but the adrenaline rush has subsided.
When it was a new experience, we probably found just an edge of fear that kept us enthralled.
Project this a little further and perhaps you can see that some people go from the simple level of a Theme Park ride to Bungee Jumping, aerobatics, white water rafting, and beyond.
What is common in all of these is a certain level of fear that breeds excitement, but which we know is safely controlled.
Let's come back to the real world of Software development, and think about how this relates to what we experience there.
Technology is fast changing and with each new project we manage both risk and the fear of failure.
Our immediate reaction is to be safe, and keep within the boundaries we have cultivated over the years.
But in this case the boundaries are shifting, which make Software development risky.
Not only will you as the Software Development organisation face the fear of failure, but you have the task of managing the fear of those who will buy the software and those who will use the software.
There is a natural fear of change, because it brings with it a fear that those involved will be at the edge of their envelope and unable to learn or cope with new systems.
Software teams tasked with choosing or defining a new piece of software will insulate themselves against their fear of failing.
Technology will always move forward, and if you don't grasp the nettle that the next generation offers, someone else will.
What is more important than agonising over the technical obstacles, is whether your organisation is preventing itself from moving forwards.
Organisations fear having to change to new processes and structures that support innovative ways of working, but if they hadn't adopted e-mail, networks and the Internet, then now they would be dead as a Dodo.
Take the following steps to keep your business moving profitably.
1.
Recognise that the only thing that stops you from moving forward is not the technical risk, but the fear of taking the next step.
2.
Get help to understand how the new technology can benefit your organisation, through coaching mentoring and consulting.
3.
Understand the basic technical principles.
If your staff can't help you then choose someone who can explain in simple terms how you can achieve what you are setting out to do.
4.
Get people on your side, from within the organisation your customers and end users.
Get help to explain the benefits to each group and what they will get out of it.
5.
Use feedback to refine your plan to take into account those who will sponsor, buy and use this software innovation.
6.
Recognise your fears and share them with your mentor.
If you deny your fears, you can't control or manage them.
7.
Deal with your fears.
Realise that what your inaction will cost you, quantify it and use this knowledge to drive the move to new technology.
8.
Be adaptable and you will lose the adrenaline rush that used to drive you to despair.