Unintended Consequence of Ads

My Internet Service Provider spams me about deals. Requests not to receive phone calls or emails have no effect. (I love Google Voice because I have their number on a no ring list for their robocalls.) They send emails weekly about deals I should take to pay them more than I am. Usually I delete the emails without thought. However, when I am trying to use it and the web mail takes three minutes to load like every I accessed recently on the Internet, this email about a deal makes me think…

If I stop paying you anything, then that is the best deal of all.

Not sure if this is fortunate or unfortunate, I try not make decisions when frustrated. That negative emotional state leads me to attentional bias to predict that if I stay, then constant poor performance will annoy me all the time. The reality is occasional.

Still. Frustrating.

This is how our clients feel when performance problems both of our ability to resolve and some outside something (ISPs, networks, client computers) cause.

 

Organization Relationships

A friend of mine who I used to work with once remarked (2007-ish) the University System of Georgia does not really work like a system so much as a loose confederation fighting over money. Given I have no access to budgets, I would not know. GeorgiaVIEW works remarkably well given there are only a few people running the system and hoards of people administrating it for their campus. There is a mostly correct mix of grassroots and top down pressure.

The Board of Regents Information Technology Services have fostered a culture of “help requests must go through the tickets”. Tickets allow the team to better triage issues. Tickets show leaders we are helpful. The unintended consequence is weakening the relationships we have. Tickets indicate we are too busy to be helpful. Relationships are accountable so an individual shows vulnerability to me by admitting not understanding, breaking, or other problems. My part of the relationship is to console, advise, or fix the problems. Tickets make all this harder because they are less personal.

When I talk with my coworkers, we covet the connections we hold across the system for they are the true value. How do we develop these relationships inside the formality of processes which fail to incentivise them?

We have email lists, instant messages, weekly Wimba sessions, etc., but there is obviously ¬†a problem when the same people who have these things only tell me about things when they see me in person. I’m reminded of the ITS CIO spending time going to campuses to talk to them about their needs. Maybe that should something we do throughout the organization especially at my level? Also, when I was at Valdosta State, my best information about the needs of faculty members and students came from visiting them not the technology I developed to encourage reporting issues.

Technology is not magic. It does make those who are not communicating start. It just shifts the form and potentially makes it more difficult. Ideally the difficulty will be so slight no one will notice. One can make communication easier by going from a more difficult technology to a more easy form. Still… It is not as good as being there with the person.