Fixing Bad Habits: Integrating technology personnel in the workplace using reflective practice

Abstract

The isolation of information technology professionals within their companies often prevents them from becoming active participants in the learning organization. This paper is a case study of the Information Technology (IT) department at Ravell Corporation (a pseudonym) in New York City. The author was retained as a consultant to improve the performance of the department and solve political problems. The IT department was isolated from the rest of the organization. The author undertook a program to involve IT more fully with the various departments at Ravell and to foster the growth of a learning organization in which all departments could learn from one another using reflection and reflective practices. IT staff were re-assigned and relocated to work in different areas of the business, and reflective practices were instituted to promote regular contact between IT and non-IT personnel. Through reflective discussions and attrition, values changed and the IT organization became more integrated into the business. This integration also assisted in the creation of a learning organization at Ravell.