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Organisational changes: New IT leadership

'The only thing with this one, first of all she initially comes across as being quite quiet. She's not kind of outwardly really aggressive or anything. I don't think that's a problem. I think that the aggressive approach isn't necessarily going to help here and I would rather have a measured approach and looking to get people to co-operate. I kind of challenged her about this in the interview and said "My main problem is that I'm not sure you're going to be tough enough for it" and she handled it really well. She pointed out various assignments that she'd tackled where she'd got a reputation for toughness and was even known as kind of a Rottweiler in one company. ... It's a different style, and I could see there was an inner strength there. I could see it. It was obvious to me. So I got Neville to interview her, and Neville of course asked her provocative questions, like "You've only been working for British Gas, a public utility. Nobody gives two hoots what happens" and all that kind of stuff, and of course she handled all those questions very well. I knew she would. But Neville said "Is she strong enough? Is she strong enough?" So he kind of reinforced that doubt in my mind, so I haven't actually done anything about it these last few days, I've been thinking it over, and I saw a couple of other people yesterday, funnily enough, in London and again they weren't as good as her.'

X060 page 002.05b (tape 02.1.01b) Gordan Notes/Tape 14/10/94

Social influence: Individual: Ability
Technical influence:


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