Technogists think they are far more important to a manager than they really are.
A typical manager has to operate within an organisational hierarchy.
The overt hierarchy is in the org chart. The real hierarchy is in the power relationships between the people that work in the organisation and managers spend a lot of time understanding and navigating implicit currents of power.
They have to plan courses of action and get approvals – which requires being tuned into the politics and culture and how things work around here.
They have to juggle resources, manage teams and research options.
When it comes to systems, then, they’re usually not interested in learning everything about every feature and having to deal with technology folk.
They just want it to work.
Good technology is like plumbing.
You should never have to worry about it.
Systems and processes should just chug along reliably and regularly in the background – letting managers get on with their real work.
Dealing with people.
Handcrafted insight 