Geekwork and Bean Counters

1. Geekwork and Bean Counters Fostering effective communication between business and technical staff

2. Thinking Differently Many major college and university IT projects require detailed interaction between information technology workers (Geeks) and university business and operations staff (Bean Counters). The degree to which these teams effectively work together is a major (maybe the most important) factor in determining the project�s success or failure. Studies have shown that Geeks and Bean Counters seem to think and act differently and understanding these difference can greatly facilitate effective communications within the team.

3. Why Are We Talking Stereotypes? Stereotypes exist for a reason - they help us consider some general patterns of behavior. In reality the behaviors are unique to each individual. Yet, people are attracted to professions that complement their personalities. An effective leader needs to understand how to work with a variety of personality styles.

4. Geeks Are Different Interpersonal relations can be challenging among people who work with technology People who choose technical careers do so, in part, because they would rather work with technology than people The fact that the term �Geek� has come to be applied to technical workers indicates that there exists a difference in style among those who develop and work with technology.

5. What is a �Geek�? Geeks are the knowledge workers who specialize in the creation, maintenance, or support of high technology Geeks are the highly intelligent, usually introverted, extremely valuable, independent-minded, hard to find, difficult-to-keep technology workers who are essential to the future of the university

6. Geek Characteristics Even though all individuals are unique one can identify some attributes that often apply to information workers A Passion for Reason A Problem-Solution Mind-Set Experienced Early Success A Joy for Puzzles Curiosity

7. Geek Characteristics (cont) Geeks Choose Machines Self-Expression Equals Communication My Facts Are Your Facts Judgment Is Swift and Merciless My Work Is My Art A Reverence For Smart People Loyalty to Technology and Profession A Strong Sense of Fairness A Strong Rebellious Streak

8. An Illustrative Project At FHSU there was a pressing need to display some data on the web. One staff member rose to the challenge. The staff member consulted with one major administrator and posted the information.

9. Illustrative Example (cont) A technical success � users used the system extensively � the response-time is good � people count on it. A project �failure� � the Administrator liked it, but other managers found the information confusing, and their staff had more work.

10. Illustrative Example The Problem � too much of a Lone Ranger approach � a mismatch between user expectations and what was delivered. No review of screens ahead of time. No real input from users.

11. �Geekwork� Is Different The character of �geekwork� doesn�t conform to many common assumptions or images of the workplace, turning some long-held beliefs on their heads - some examples are:

12. �Geekwork� Is Different (cont) Subordinates know more than managers Geekwork requires both individual and teamwork It is hard to get done with a job Creativity can not be controlled Estimates are always wrong

13. Bean Counters Are Different Also Business Workers also have personality traits that may conflict with Geeks People are attracted to business related jobs because they like order and predictability. Clear boundaries between work and personal life. Bottom line, solution focused - not into the process or the elegance of solutions. For the most part Bean Counters do not like ambiguity - but many learn to live with it. Getting tasks (job) done is a major motivator. Bean Counters tend to be loyal to the organization more than the industry (profession)

14. Differences Lead To Conflict These differences may lead to a �Geek Focused� environment in companies that build and market technology, but in the university environment technical workers must be able to work with a wide variety of people from Humanities Professors to Football coaches. If the wide range of personalities at the university make it difficult for those who are highly skilled in interpersonal relations to get along with everyone, how exceedingly difficult it can be for a technical staff member.

15. Sources of Conflict: What Makes Bean Counters Mad At Geeks Geeks are hard to understand � Can�t get a straight answer Geeks expect to be treated differently Geeks are hard to work with on a team � They just want to do their own thing Geeks Can�t Get Stuff Done On Time (or Budget) Geeks aren�t loyal to the university

16. Sources of Conflict: What Makes Geeks Mad At Bean Counters People have unreasonable expectations People do not take the time to understand the technology and what it takes to deliver requests People do not appreciate the �beauty� of the technology solution People don�t treat me fairly People do not provide adequate resources for the task People are stupid

17. A Successful Project Small programming team (4 web programmers 1 mainframe programmer) Complex programming environment (.NET, Java uPortal, Cobol legacy code, stored procedures, UDB) � could not break the existing mainframe program. Complex undertaking: reengineering enrollment for the web

18. Success Factors Very significant, continuous administrative involvement � every week at least 2 hours: Registrar, Director of Virtual College, Dean of the Graduate School, Managers of Advising, Student Fiscal Services, Financial Aid, and the Technical Team (Director of IT and Team) High visibility, tight deadlines, real give and take, clear responsibility for tasks

19. Success Factors High focus on productivity The non-technical people did user-training (so high ownership from the sponsors) Met a controlled pilot deadline -- made adjustments � opened it up for all A very usable product accepted by students Communication � valued the common good � willingness to compromise (all)

20. The Need for Conflict Resolution In most cases university technical staff leave (or are asked to leave) their positions, not because of technical competency, but because of difficulties getting along with fellow workers, clients or others in the university community. To be successful in the university environment the technical worker must learn how to deal with conflict in effective ways. University business staff often settle for information services that do not fully meet their needs because of conflict with technical workers Both Geeks and Bean Counters can be significantly damaged (in both work output and interpersonal relations) if conflict is not resolved

21. Building the Conflict Resolution Environment Leadership is important in establishing an environment where conflict can be managed and resolved. Traditional leadership approaches based on power and authority do not work well with technical workers - Production is grounded in thought, not behavior. Effective leaders must provide for facilitation -maintaining the local work environment and information flow

22. Facilitation of Conflict Resolution The effective leader must develop an environment conducive to productive work A culture of community must be developed and fostered Establish and reinforce core values Most importantly the culture must provide for safety for ideas It must also be safe to make stupid comments without being dismissed by the group as an idiot

23. Building an Environment for �Healthy� Conflict Valuing achievement Defining physical space Be a �Therapist� Facilitating tasks - �cutting red tape� Allocating resources Coordinating schedules and tasks Overcoming obstacles (must know when to help)

24. Building an Environment for �Healthy� Conflict (cont) Monitoring effectiveness (making sure things are moving along) Arranging interventions Must not intervene too soon But, don�t avoid interventions when needed Streaming information Information sharing helps set the tone Information sharing must be with the whole group / staff

25. Managing Conflict through Representation The effective leader of technical workers can foster productivity in relationships by providing representation of the technical staff to external groups. This representation includes: Managing expectations Projecting prominence and group prestige

26. Managing Conflict through Representation (cont) Providing protection to the group by: Being an advocate for the technical staff Acting as a political insulator Being a buffer to change

27. Summing it up The natural differences between Geeks and Bean Counters will naturally result in conflict Technical workers can become stronger team players by developing some basic conflict resolution skills The leader of the technical staff can provide instruction, encouragement and facilitation to make conflict manageable and even productive

28. References Amabile, T.M. (1998). �How to kill creativity�. Harvard Business Review. Sept �Oct 1998, pp. 76-87. Dana, D. (2001). Conflict Resolution. New York: McGraw-Hill. Glen, P. (2003). Leading Geeks: how to manage and lead people who deliver technology. San Francisco, CA:Jossey-Bass. Hertzberg, F. (1987). �One more time: How do you motivate employees?� Harvard Business Review. Sept-Oct 1987, pp. 6-13. Humphrey, W.S. (1987). Managing for innovation: leading technical people. Upper Saddle River, NJ: Prentice Hall. Ivancevich, J.M. & Duening, T.N. (2002) Managing Einsteins: leading high tech workers in the digital age. New York: McGraw-Hill. Raelin, J.A. (1991). The clash of cultures: managers managing professionals. Boston: Harvard Business School Press. Tannen, D. (1998). The argument culture: moving from debate to dialogue. New York:Random House. Weinberg, G. M. (1986). Becoming a technical leader: an organic problem-solving approach. New York: Dorset House.