IT people are very analytical

Your IT employees are analytical by nature, , , in fact, over 90% are high detail oriented people  and high detail people are analytical.

There is nothing wrong in being analytical. It’s actually a good trait for an IT employee, especially when troubleshooting a problem.

However, it can also be a dangerous thing for your organization if you do not understand the dynamics that take place.

Here is the issue, , , when high detail people are faced with change and they don’t fully understand the change, they analyze the issues they are being confronted with. It could be a reorganization, adding a new employee, changing priorities, cancelling a project, , , any of the things that happen in our day to day work.

Analyzing the situation is not the problem. The problem comes when the analysis results are arrived at by the person, , , ,and in almost all cases, the results high detail people come up with are negative.

Let me give you an example. Let’s say we plan to add a senior programmer to our programming support team so we hire this new employee. If we don’t explain why we are doing this to our other programmers, they start analyzing and come up with their own results as to why the manager is doing this.

They come up with things like:

  • “I should have been promoted.”
  • “They don’t think I’m doing a good job.”
  • “I might lose my job.”

They do not arrive at, “This is going to be a good thing for me.”

What this means is that when you introduce change into your IT organization, it is important to know that over 90% of your employees are high detail people who analyze change. It is critical that you explain what’s going on and why we are making these changes, , , and why this will be helpful to each and every programmer on your team.

If they can’t get to why this will be helpful to them, you will meet resistance, possible morale issues, loss of productivity,  etc.

Head all of this off by communicating with your team so they better understand change and why the change is important.

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