A response to the widespread, gross mischaracterization of IT people
Pseudo-intellectual BS 6 Comments »I hate the idea of writing about anything even tangentially related to my job because I know people I work with read this page and I’m not usually willing to risk anything I say here being misinterpreted or held against me at a later date. Today, however, I want to draw upon my experience as an IT professional to comment about something posted on John Gruber’s linked list at Daring Fireball.
Question for anti-iPhone IT managers like those quoted in the Wall Street Journal story yesterday: Do you see your role as serving the employees of your company, or ruling over them?
(As an aside, I’m very turned off by how Gruber has divided people into antagonist “anti-iPhone IT managers” and “iPhone doubters” versus protagonist individuals who are implicitly more intelligent. “iPhone doubter” and similar phrases resemble “holocaust denier” and other pejoratives too much for my liking. He’s essentially accusing these people of stupidly “doubting” a reality of iPhone super success that is not yet certain.)
I’m not an anti-iPhone IT manager. I do see my role as serving employees, but not by obeying their every whim. I’ve been hired because of my expertise and to presumably use that expertise to create a work-ready environment. A huge part of my job is to make sure that equipment and services are as reliable and available as they can possibly be so that employees, who are generally technologically ignorant at all but the most shallow levels, can work and make money for the company, and hence, my salary. When either employees or executives dismiss my opinions and recommendations out of hand because they want something that may adversely affect others who rely on the same infrastructure for their jobs, that angers me. It defeats the point of my presence. It relegates me to “just do it because I said so” trained monkey status, and I’ll be damned if I’m anyone’s “do it” bitch. My job is to provide what the company needs to function, manage the infrastructure underlying that function, and protect the same. IT policy by executive edict or end-user whining snowballs into eventual disaster, for which I will take the hit later because of my inability to manage the arbitrary tuna net thrown over top of me.
So I intend to serve the employees the same way a parent serves a child - by knowing better in a lot of cases, and by saying “no” frequently when adverse consequences, including my inability to effectively and securely manage features-by-fiat, are likely to occur. If that means employees sometimes cannot play with their new toys on the corporate network, too bad. It’s not that I rule end users with contempt. I have to consider the big picture, and sometimes that means temporary inconvenience while the IT people plan and test and secure and make sure you have the reliable, functioning technology you need to do your job.

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