We invited community members to come talk about about IT Governance and help us figure out the right way to go about it in our school. As I was listening to the conversation, it occurred to me there were two ways to look at it.
For the record, IT Governance refers to a structured process for campus-wide decision-making about IT policies and services. Like what your LMS is, or how long you should wait before your desktop computer is refreshed, or whether your department or a central unit pays for your copy of Chem Draw Ultra 12.0. When governance works, everyone knows what the campus IT policies are and how decisions are made, and everyone feels she or he can have input into the decision-making process. Even if a particular decision didn’t go your way, you at least know the reasoning behind the decision.
IT Governance as a Box
When you first hear of things like “governance” or “committees” or “organizational structures,” you might tend to think of them as restrictive, top-down organs of control. Your lizard brain throws up images perhaps of misty, star-chamber-like, inscrutable rooms and byzantine processes issuing strange unilateral edicts that are action-oriented and constraining, and focus on products, stress “implementation” and “projects,” and use mysterious jargon that makes you feel like there’s something you’re supposed to know but you don’t. Things that seem safely removed from the more organic ebb and flow of your daily life, yet there’s a nagging anxiety in the back of your mind that the decisions might sort of pop up at the 11th hour and disrupt what you’re working on—you might discover, that is, that a new presentation software became the campus standard the night before you’re set teach using your well-tried PowerPoint deck, and it no longer works, and now you look crazy in front of your class, etc.
This dread vision is what you might call IT Governance as product-oriented instead of people-oriented. As a system that limits decision-making for efficiency’s sake to a few people, doesn’t include everyone, doesn’t allow for a lot of input, and doesn’t really seek to understand what people do on a daily basis and what their needs are. It’s not about helping people grow; on the other hand, it constrains, no matter how well-intentioned it is, as a box might. I have to admit such an image popped up in my own head at one point, but there’s another way to view IT Governance.
IT Governance as a Trellis
As part of our conversation, we looked at such other IT Governance processes as were easily available on the web. Some systems of decision-making out there are (as you might suspect) amazingly complex; some are less so. Significantly, though, many have features that do not fix the star chamber model. For example, Western Carolina University calls IT Governance an ongoing conversation, that “will occur not just within the governance meeting structure.” Salem State University’s IT Governance web site takes the time to explain the various “sources” of project ideas, which can come through formal channels or even “casual conversation between department heads” (and hopefully other people, too . . . ). The University of Texas at Austin lists the six cardinal values imbued in their governance process, and “transparency” and “communication” top the list.
A conversation? Something that allows for sharing of ideas between equals, that could happen in a formal setting, or in an informal setting? Among anyone? Emphasis on the messy beginnings of new ideas, lurking on the edges of existing projects, that might come from anywhere? Unabashed promotion of communication and transparency? This all suggests a desire to admit a constant stream of destabilizing novelty (or what I call an Information Sluice)! The opposite of the bureaucratic sublime. That’s a governance process that includes people as they are, in their actual walks of life, and invites their input. That’s a governance process that has change and growth built into it, a structure like a trellis, that allows for a plant to bloom in the new, vertical dimension. Not a black box.
IT Governance as a Marketplace
My local community is headed in this direction, too. When we talked about what we want to achieve with our IT Governance structure, the primary idea expressed was “more communication.” “We don’t know what’s going on,” “there needs to be a better way to talk to each other than email,” and “we need people who can serve as nimble liaisons negotiating agreement between areas of disciplinary knowledge and areas of technical knowledge,” were the kinds of things we said.
And we decided that to help with this communication we need a “marketplace,” or an easy way to know what everyone else is doing and see what solutions and problems other people are creating and dealing with. So that we can better build on and integrate our various local initiatives, instead of creating new, parallel, redundant, isolated projects. Such a marketplace, we thought, should be easy to search and easy to add to.
This marketplace sounds a bit like the kind of “ideation platform” or “idea stock market” I’ve mentioned in previous posts. Sounds a bit like the Internet itself, in fact, used as a metaphor of facile connectedness, of grass-roots, horizontal, non-bureaucratic engagement, with low-threshold entry requirements, applied retroactively unto the world itself, the child teaching the parent.
IT Governance as Email Fixer
Just a thought about email, which we thought was the kind of thing IT Governance could help us change. I think it’s a commonplace that our current use of email is less than satisfying, seeing that it is co-opted by everyone for every kind of communication: official institutional pronouncements, lightweight invitations to lunch, your mom to check in on you, your department to remind you about an upcoming talk, to let you know your water bill payment went through, to ask you to come to the PTA meeting that night, to share the project management charter, to ask your boss for time off, to tell you to check in for your flight, not to mention the inundation of unsolicited business-related emails, spam, etc. There’s so much crazy stuff in there opening the inbox is like our own personal version of Fibber McGee’s hall closet gag.
Email is a social problem as well as a technological problem. One where we have to talk to each other and agree on the parts to fix and try things out and adjust those things and ask ourselves to honor new conventions of behavior and give ourselves feedback on how we’re doing and so forth: pieces both mechanical and behavioral, individual and communal. Now if IT Governance can help that to be fixed (as we seem to think it can), that’s a different kind of governance. That’s not about circumscribing behavior. That’s a way to identify and heal problems that go deeper and broader than technology, that’s a meta-view on the way we live life and talk to each other, that’s about finding well-being together wherever we can, that’s about community, that’s about getting issues out into the open, that’s about being vulnerable and trusting each other, that’s the kind of thing that makes life worth living. That’s the kind of IT Governance we need.