These sorts of power moves do nothing to reduce the demand for rogue IT or to address the root causes, which often stem from negative assumptions about the experience of working with the IT department. If anything, they reinforce the beliefs that inspire business managers to go rogue and strengthen their determination to do so, ultimately driving rogue IT further underground.
Controlling attitudes and heavy-handed policies will likely undermine the efforts of CIOs who want to increase IT's influence within the business. No matter how good their personal relationships in the C-suite, their efforts to become influential will be doomed if IT is seen as an obstacle rather than a helper at every level below.
Power is about changing other people's behavior; influence is about changing other people's minds. For IT to become more influential, we must learn to examine, with empathy, the thoughts and experiences of those we want to influence. And then we will have to decide whether we want to be powerful or influential. Ultimately, we need to ask ourselves, "Are we willing to put in the effort it will take to change people's minds?"
Paul Glen, CEO of Leading Geeks, is devoted to clarifying the murky world of human emotion for people who gravitate toward concrete thinking. His newest book is 8 Steps to Restoring Client Trust: A Professional's Guide to Managing Client Conflict. You can contact him at firstname.lastname@example.org.
Read more about management in Computerworld's Management Topic Center.