Surfing for job related reasons, came across this article (which I link to be polite; life is too short to read such things unless you’re paid to do it). I was lead to ponder: A related idea to Chesterton’s point about classrooms – it’s what the schools assume that the students will learn even as they ignore what the teachers say – is the notion that it is the assumptions underlying an essay such as the article linked above that carry any message that might stick.
What message would that be?
Peter Drucker, the management guru, is often credited with the all-too-true saying that “culture eats strategy for breakfast.” In a later era, tech guru and investor Marc Andreessen famously said that “software is eating the world.” Now … there’s a growing realization that culture is eating software for breakfast, and perhaps lunch and dinner as well.
The challenge for IT executives and developers alike is addressing corporate culture and organizational issues that complicate even the best intentions.
There’s more along a similar vein. In fact, there really isn’t anything else in this essay.
I suppose a Cobbler’s Guild, faced with the daunting challenge of filling blank electronic pages, might publish articles about how nobody’s going anywhere without shoes, and there must be a meeting of minds between the shoemaker and the shoe wearer. People wear shoes at breakfast, lunch and dinner! We have a shod culture! Imagine the solemn duty, the awesome dignity we, the shoemakers, have to lead the culture – in comfortable, stylish footwear – into a glorious future.
Note the relationships implied in these short sentences quoted above. Culture, which we might think of here as simply the conventions honored by people when they function together, eat strategy. The implication – Peters is a *management* guru, after all – is that the culture should be *managed* in order to better facilitate acceptance of strategy. Andreessen, an alpha geek, stands Peters on his head and says software is eating the world. (Software assumes the rhetorical position held by culture in the previous sentence – hmmm.) I suspect he might not see this world-consumption by bug-ridden and ephemeral tech as an entirely bad thing, or at least see it as an opportunity of some sort. Sounds like a horror movie plot to a sane person.
IT people face ‘challenges’ in addressing corporate culture that complicate ‘even the best intentions’. Who, then, would be having these intentions? Would it not have to be the people in charge of the corporation, who have more or less intentionally shaped the culture?
IT people, who are legendarily among the least socially clued in people on the planet, are to see trivia like other people’s intentions and culture as mere obstacles to their intentions, which they summarily and conclusively presume are the *best* intentions. IT intentions contain, as an island inside another circle in a Venn diagram, any *worthy* intentions of the customer.
I wish this were exaggeration. Instead, it’s not the half of it. Man with a hammer style, IT people tend to more or less consciously believe that, always and everywhere, top-down, expert-driven, we know what’s best for you solutions are not only the best solutions, but are, definitionally, the entire set of possible solutions.
And it gets worse! Because of various tech booms and consumer gadget-lust, technology leaders are often rich, insulated by money from those factors in the real world that stood a chance (however slight) of smoothing off the jagged edges of their hellish ideas. AND that money allows them to ACT on those unpolished ideas.
Woe unto us, and our children! Those ideas will fail in the long run, as all ideas untethered from reality eventually fail. But the damage inflicted as they thrash in their death throes would be something to behold – if we weren’t the folks getting thrashed.
Our heartfelt appreciation of a good, solid, comfortable pair of shoes does not, I should hope, incline us to appoint the cobbler God-Emperor. Our humble gratitude is what is due, and should be enough. IT is glorified cobbling, no more the fount of wisdom than any other rather narrow craft. But try telling that to the tech billionaires.
Let’s paraphrase Heinlein:
“Throughout history, ignorance and hubris are the normal condition of man. Advances which permit this norm to be ameliorated — here and there, now and then — are the work of an extremely small minority, frequently despised, often condemned, and almost always opposed by all right-thinking people. Whenever this tiny minority is kept from enlivening the culture, or (as sometimes happens) is driven out of a society, the people then slip back into abject ignorance and hubris, and recommence killing each other with appalling gusto.
This is known as “bad luck.”