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Organisational changes: New IT leadership

' ... There's a lot of things she's not happy about. ... The thing with Jane is that she often makes..every day she comes in she makes a profound statement that's supposed to knock me sideways. I think it's the background she comes from. She's used to working with very senior business people in a consultancy role. She's used to saying these things and having the expected impact. And it's got to the stage now where I say "Oh, what is it today, Jane?" It doesn't have an impact on me any more. She's always going on about something. But one of the things that does frustrate me is that I often get the impression that she thinks "I wouldn't do it this way", but then you never get to quite to how she would do it - you know, I'm not giving her enough support - I digress a bit - whereas all the things that she wants me to do in terms of organising business people or whatever, if I agree with what she wants, I do it. She's a bit of a problem area. I'm not sure why. "You can't take criticism", she says to me, which I can because I'm always being criticised. In IT if you've can't take criticism you might as well get out.'

X081 page 007.04 (tape 04.1.05) Gordan Notes/Tape 17/02/95

Social influence: Individual: Personality
Technical influence:


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