IT Culture – Is there a ‘Credibility Gap’?

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Author Topic:   IT Culture – Is there a ‘Credibility Gap’?

Peter C posted 04-11-2002 10:30 PM CT (US)
By way of introduction, let me start by saying that although I have been a significant user of information technology in my 15 years of work, it is only recently that I have found myself in a ‘direct’ IT role – that of Systems Development Coordinator. The aspect of the role I have found most interesting is not the technical development, but rather managing the perceived cultural differences between IT and non-IT personnel.
For all of us who work, the notion of an organisational culture will be apparent – that system of values, beliefs, customs and rituals that define what is right and wrong and how we work within an organisation. This culture can extend through departments right through to small work place areas. With that in mind, I would like to pose a few questions to gauge the perceived strength of the IT culture, and whether it is distinctly different so as to hinder systems development and other IT management issues.
Some, albeit caricatured, versions of the IT culture see rational, solution-oriented, solitary beings who have enormous belief in technology and who are unconcerned with other people’s problems. I would like to think this is not the case, but I believe this perception is around. I know it exists in the organisation I work for. So, has anyone noticed this within the organisations they work for, and does anyone see this as a problem, or just as a reality of working life? Perhaps the question could also be raised that since IT tends to focus on instrumental rationality, do IT professionals remain ‘outsiders’ to a certain extent?
Expanding on this further, empirical research has shown conflicts between developers and users are not infrequent. I believe the cultural difference is a major contributor to this conflict. Users often see IT staff as overly solution oriented, neglecting the human context of organisational work. IT professionals (and I can vouch for this) sometime feel they are prevented from building the ‘right’ system that will solve business problems in optimal fashion. Therefore, I am interested if anyone sees that there is a ‘credibility equation’ to be managed – the failure of IT units to integrate with the rest of the organisation and the portrayal of IT staff by organisational personnel to be indifferent to the effects on people of the systems they build.
Finally, I would like to through open a few suggestions on how the culture gap could be bridged: use of common language (not too much jargon), slow the initial rush towards technical solutions, understand user fears and reservations, provide proactive support, monitor the progress of completed projects, and provide demonstrations and information sessions. Any comments on the actual/perceived success/failure of these suggestions is most welcome.
Thanks and Regards

robster posted 07-02-2002 09:39 AM CT (US)

I think I understand your point. The IS culture is different from the business users culture. I agree especially if the users are in a highly procedurized department like accounting. IS people tend to be free thinking, problem oriented, and methodological. The IS culture is focused on thinking out of the box. A proceduralized department values thinking *inside* the box (especially if things are appropriately optimized). These two groups do not operate in the same cultural environment even though they are in the same company. The key is to have some sensitivity and awareness of the situation and values of each.

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Author	Topic: IT Culture – Is there a ‘Credibility Gap’?
Peter C	posted 04-11-2002 10:30 PM CT (US) By way of introduction, let me start by saying that although I have been a significant user of information technology in my 15 years of work, it is only recently that I have found myself in a ‘direct’ IT role – that of Systems Development Coordinator. The aspect of the role I have found most interesting is not the technical development, but rather managing the perceived cultural differences between IT and non-IT personnel. For all of us who work, the notion of an organisational culture will be apparent – that system of values, beliefs, customs and rituals that define what is right and wrong and how we work within an organisation. This culture can extend through departments right through to small work place areas. With that in mind, I would like to pose a few questions to gauge the perceived strength of the IT culture, and whether it is distinctly different so as to hinder systems development and other IT management issues. Some, albeit caricatured, versions of the IT culture see rational, solution-oriented, solitary beings who have enormous belief in technology and who are unconcerned with other people’s problems. I would like to think this is not the case, but I believe this perception is around. I know it exists in the organisation I work for. So, has anyone noticed this within the organisations they work for, and does anyone see this as a problem, or just as a reality of working life? Perhaps the question could also be raised that since IT tends to focus on instrumental rationality, do IT professionals remain ‘outsiders’ to a certain extent? Expanding on this further, empirical research has shown conflicts between developers and users are not infrequent. I believe the cultural difference is a major contributor to this conflict. Users often see IT staff as overly solution oriented, neglecting the human context of organisational work. IT professionals (and I can vouch for this) sometime feel they are prevented from building the ‘right’ system that will solve business problems in optimal fashion. Therefore, I am interested if anyone sees that there is a ‘credibility equation’ to be managed – the failure of IT units to integrate with the rest of the organisation and the portrayal of IT staff by organisational personnel to be indifferent to the effects on people of the systems they build. Finally, I would like to through open a few suggestions on how the culture gap could be bridged: use of common language (not too much jargon), slow the initial rush towards technical solutions, understand user fears and reservations, provide proactive support, monitor the progress of completed projects, and provide demonstrations and information sessions. Any comments on the actual/perceived success/failure of these suggestions is most welcome. Thanks and Regards
robster	posted 07-02-2002 09:39 AM CT (US) I think I understand your point. The IS culture is different from the business users culture. I agree especially if the users are in a highly procedurized department like accounting. IS people tend to be free thinking, problem oriented, and methodological. The IS culture is focused on thinking out of the box. A proceduralized department values thinking inside the box (especially if things are appropriately optimized). These two groups do not operate in the same cultural environment even though they are in the same company. The key is to have some sensitivity and awareness of the situation and values of each.