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Closed-minded management

By ericsaddress ·
I was wondering if anyone had any similiar experiences working in an IT dept or an IT team in which your supervisor(s) did not really know what they were doing and were not willing to listen to your ideas or the ideas of your teammates?

I am currently in a situation like this and it is not like my immediate supervisor(s) are bad people, they just have a singular, linear approach to tech support that they are not open to new alternatives and/or ideas that can possibly be more efficient and effective. This old-school, "my way or else" attitude has caused a very low moral within the IT team as well as given a very negative image of the group to our users (they expect a slow response time whenever a help request is submitted).

If you have dealt with this in your career, how did you deal with it?


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Managing up

by tagmarkman In reply to Closed-minded management

Get a book called "managing up..." It may help a little or not.

I've had this issue in most companies I've worked for in some fashion. I keep this in mind when I'm in that situation... First, it's not my company don't get emotionally attached. Second, see it from their perspective and understand why they do it their way, it might suprise you. Third, leave bread crumbs for them to follow (don't try to change the world, just take baby steps); eventually they will incorporate a small change (even if you don't get credit for it). Those small changes add up until you get to a tipping point and the gates open wide for change.

I can't speak for all managers but ultimately, managers want at least these two things: they want the job done and they want to look good. If you can do that consitantly for them, they will listen to you.

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good advice

by knudsenmj In reply to Managing up

I thing tag' hit it right on. The other thing to keep in mind is that once something is set in motion, it's hard to divert resources to changing it. If a manager has a project or procedure in place, they might fear that implementing changes is going to require additional work. If resources are tight, they are likely to be inflexible. If you can minimize the impact to them by having your ideas fleshed out prior to presenting (ie documentation, benefits expected, resources required) it might help to sway them.

Personally I've had better luck just taking the ideas that are safe to implement, and just starting to do them. If they work well, you can then talk to your manager about how well it is working rather than how well theorhetically it will work. Just be careful not to stomp on existing policies when doing this.

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What I did

by tdaisy In reply to Closed-minded management

I started at the company as an intern, then full-time tech support with the promise of learning jr. administrator duties. With in, 6 months it was becoming obvious that I knew more things (due to recent exposure to new technology)then my boss. I would make suggestions and only meet resistance. So I tried to work with him and make my suggestion seem like his (he got the glory). That worked for a while, but soon the environment became hostile when management was discussing cutting him back and increasing my title. So I eventually left to a different position. Change in an organization is takes considerable effort and patience. I personally did not want to take the time and effort I knew was needed to change the environment, this may not be the solution for all.

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I had a similar situation where a peer developer

by sjohnson175 In reply to What I did

became a manager over the team.

He'd reject my ideas immediately in brainstorming sessions.

When one of those ideas came back around has his a few months later I started a job search and eventually left.

This was 2 jobs ago.

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