I was in Texas all last week for my job. The organizer called it a workshop, but it
was more like a political rally. A project to replace an existing enterprise-wide software application was the topic of the whole
shebang. About 30 people traveled to the workshop from all over the country
because they thought the purpose was Agenda A, when in fact, Agenda B was the
purpose. I knew the real agenda, but
didn’t think it wise to tell anyone (even my most trusted clients) the real
low-down, lest it leak out that “KYLady said….”. That would lead to accusations from the
project team that I’m NOT a team player.
Well, I’m not a team player, but I do know when to keep my mouth shut
most of the time.
Understand, our corporation is divided into two factions:
Business and IT (IT is information technology employees, for those readers who
might not be familiar). “Business”
includes all employees supported by IT (which is really anyone not in IT). Business
does not trust IT because we are the evil demons who are always plotting to
upset their world (when we’re not actually upsetting their world). It’s true.
Change never stops. They need us
to make them and help them change, but hate us most of the time unless we are helping instead
of confounding or impeding, which sadly, we do a lot of (even to
ourselves).
My presence at the workshop was important because I provide
a critical link from the past to the future.
I am the sole IT support for an application that will be replaced by the
project which was the topic of the workshop.
My role was to be an on-site bystander; to be there for moral support, to
provide a sense of stability for Business, and to answer questions about
anything regarding the present application or processes. For the whole first day (13 hours of it, no
kidding), Business people at the workshop were confused and full of questions. Like politicians do, the project leaders
answered all the questions in vague generalities and speculative answers. I was amazed at how Business folks were
willing to accept these non-answers to their valid concerns and questions.
By the second day, everyone had had a chance to think
about things and discuss among themselves what they’d heard and seen on the
first day. Some Business people were
getting angry because it was all confusing to them. The project managers were contradicting themselves
with answers veiled in incomplete truths.
In the first morning break, a couple of Business people cornered me and
began asking questions. I advised them that
perhaps they were not asking the right questions, that they needed to be very specific with their questions, and to reject answers they were hearing if
the responses didn’t answer their questions.
In my own way, I gifted them with a strategy that proved helpful without giving too much away.
My advice was taken. Finally,
Business began asking the right questions and the project managers squirmed,
tap-danced around the truth, and finally admitted they were trying to
demonstrate a prototype that will be pushed out (in the most aggressive of
ways) just as soon as it’s developed…maybe piloted as early as the middle of
next year. Honestly, I doubt it can
happen that quickly with everything else going on, but who knows what can
happen if enough money is thrown at it. Business
was led to believe (before the workshop) that it was all ready to go and the
purpose of the workshop was to give the project managers input on how things
should be configured and scheduled for implementation. Um…no.
If Business knew the truth up front, very few would have attended. The purpose was to gain support for the
project before the project managers asked for financial support next month.
On the third day, there was no more nice-guy facade from the project managers and no more playing games. Business could see all the handwriting on the wall and were angry that they came to the workshop under false pretenses. I would call the workshop a failure. It’s too bad.
The application really does need to be replaced in the worst way, and if
they can at least get started on the implementation before I retire, it will be
easier for everyone. As a consequence,
Business completely distrusts the project team.
On a happier and more personal note, my classes for next semester have enough students in them that they shouldn't be cancelled. I will be teaching two sections of the same course starting January. In February 2015, I'll begin Phase 2 of my career change - looking for a full time teaching position to commence fall term, 2015. As soon as I can get something lined up, I'll begin making serious exit plans from a career that has carried me through 34 years.
