The Emotionally Intelligent IT Organization

At this point it may be useful to hypothesize how a typical North American IT organization might evolve in psychological awareness/emotional intelligence. Such a vision may be useful in showing IT managers, in encapsulated form, what may indeed be possible. In 1974, Richard Nolan identified six stages of data processing growth within an organization: initiation, contagion, control, integration, data administration, and maturity. Here, a similar attempt is made to identify and describe growth stages in enhanced emotional intelligence within an IT organization.

A Call to Action

This book was not written primarily for academic interest (or for entertainment). Given existing interest among IT workers in some psychological factors and calls from respected professionals for further development, the book is intended primarily as a catalyst to further action regarding comprehensive psychological awareness in IT. To this end, specific suggestions for action are now outlined for individual IT workers, employing IT organizations, university academics, and professional IT associations. Possibilities for collaboration on innovative efforts are also presented.

Enneagram Personalities

Recalling the definition of personality as “a complex set of relatively stable behavioral and emotional characteristics,” we can appreciate the insights provided by the Myers-Briggs system. However, we are equally aware that no one system can hope to address all aspects of personality. A noteworthy personality analysis tool that has achieved a significant presence in both personal growth and management applications is the Enneagram system of personalities. The essence is said to have descended from the ancient Sufis, and modern adaptations have been made by a variety of authors, including Riso (1990), Condon (1997), Palmer (1998), Rohr and Ebert (1990), and Goldberg (1996). Whereas MBTI attempts to explain how we function, the Enneagram focuses more on why we function in a particular way—what is our underlying emotion that guides the way we act? In this way, MBTI and the Enneagram can be viewed as complementary.

The Deepest Inner Self

Until now, we have examined how we behave and function, and also how we think and learn. But, are we simply “rational animals” with an intellect, feelings, and a body? Is there, from a conceptual as well as experiential point of view, yet another component to the human person? This chapter assumes that, indeed, the deepest inner self (inner core, center, being, soul), does exist in and can be consciously accessible to a well-adjusted, aware human person. Furthermore, this central core can truly provide rejuvenated psychological energy in times of stress and change, and it can also provide stability and impetus to significantly creative efforts. Thus, it is proposed here that conscious awareness of one’s deepest self can indeed add a very important dimension to the work of an IS professional, particularly one whose work involves human interaction. As well, it is pointed out that connection to one’s inner self provides the basis for the currently popular notion of “emotional intelligence” (which will be defined later in this chapter), both at work and in personal life.

Areas of IT Application

A natural question in the minds of many readers is, “How is all this really going to influence daily IT work?” This chapter attempts to provide some indication in an organized, albeit overview form. Thus, when discovering areas of relevance to IT management, such as teamwork, end-user relationships, motivation, change management, etc., the goal is not to present comprehensive coverage of each such area. The aim, more modestly, is to provide an initial attempt to show how ideas presented in Part I can specifically influence such areas of relevance. It is hoped to demonstrate potential effects of working with “enhanced emotional intelligence” as outlined earlier and, thus, to arouse further motivation for application of such a framework in specific areas outlined in this chapter.

Cognition, Creativity, and Learning

While personality relates to one’s behavior as a whole, cognitive function relates more explicitly to mental information processing. Since the majority of system development work and IT work in general involves intellectual functioning, it is not difficult to see that how a person performs “mind work” is a relevant psychological factor in IT work. In fact, it is in the area of cognition that a majority of psychological research in computing/information systems has been carried out. This section, however, does not aim primarily to present and discuss specific research findings. Rather, by reference to numerous, relevant sources, it aims to present in “layman’s terms” main points on cognitive, creativity, and learning styles to a broad audience of IT professionals and academics. It then tries to relate differences in style to effectiveness of IT work, and argues for the benefits of style awareness and conscious cooperation among IT professionals. Finally the inclusion of “style wisdom” in the psychological intelligence set of the IT professional is promoted.

The Myers-Briggs Personality Types

Just over seven years ago, I was on a flight home from the United States. Seated next to me was an IS professional coming to give training sessions on project management software that had recently been purchased by our local hydro-electric utility. Her training included an undergraduate degree in Business (IS major) and a Master’s degree in Management Science. When I asked her if this educational background was adequate for her current job, she replied, almost immediately, that one area that was never covered in her studies was that she “would have to work with such different personalities.” At that point, she had no idea of my occupation, specific interest in IT personalities, or the fact that three days later I would giving a workshop on personality types in IS work to a convention of IS professionals.