The Myth of Technophobia

Industry, like some other sectors, has a love-hate relationship with information technology. On one hand, IT has transformed virtually every aspect of the plant, from shop floor to product development to supply chain. On the other, we seem to have more than our share of people who avoid using IT systems in any way they can.

The costs are significant. The biggest barrier to successful operation of advanced ERP, CMMS, or Business Intelligence systems is the lack of user compliance. Without user input, these systems grind to a halt. But the problem doesn’t only apply to complex systems - even within our familiar desktop environment, calendars remain unused, email groups are never set up, and documents are not shared. As a result, employees are bogged down with manual tasks like typing in email addresses and URL’s, hunting for missing information, or phoning numbers of colleagues to find out when that Friday meeting was supposed to start.

A knee-jerk reaction of IT is to accuse system users of being narrow-minded and averse to change. However, people are quick to buy into technology when it makes their life easier. It doesn’t take a big selling job to convince a shipper to move a skid of engine parts with a forklift instead of doing the job manually.

With information systems, however, the benefits may not be so obvious. Why would an employee want to fill out an on-line form for ordering a part instead of calling a buddy in purchasing? At the shop floor level, the buddy system seems simpler and more direct. As long as workers perceive this, there will be resistance to technology.

The problem is that with modern IT, the benefits of compliance may not accrue to the worker, but to somebody else in the organization. Other than possibly reducing errors, filling out the on-line form doesn’t usually make the line worker’s job any easier. Instead, it makes things more manageable for people in purchasing, accounting, and senior management.

IT is increasingly about the sharing of information. This collaborative aspect means that applications are implemented not so much to enhance personal productivity, but group productivity. To achieve buy in, therefore, management needs to foster a kind of community spirit.

Rather than accusing recalcitrant employees of being technophobes, we need to table some questions when seeking compliance with a technology:

Are we asking people to do more?

Filling out on-line forms, using a web-based system to track shipments, or using a workflow system to handle acquisition approvals may require a worker to commit more time in order to save time in other parts of the organization. Are we compensating the employee for this, perhaps by decreasing this person’s workload in other areas? Sweeping this issue under the rug breeds resentment, which is channelled into grudging resistance. All IT will hear is that the system doesn’t work.

Are we asking people to do things that they don’t understand?

There’s so much technology coming at us that there seems to be no time to learn it. Unfortunately, the idea that technology is self-teaching (“just use the help screen”) is a myth. Experts suggest that training is severely under-practiced. Upgrading to Windows Vista, for example, is a big change for users, and all users, not just IT people, should get at least some fundamental training.

Are we asking people to do things that don’t make sense?

Another failing is that applications are often implemented without regard to whether they actually work in the field. This is especially true in small to mid-sized operations that have to rely on out-of-box, as opposed to custom, features. It’s essential, therefore, to get lots of user feedback on applications before implementing. Something that an IT person considers “no effort at all” might be a real headache for a worker on the shop floor. Most software vendors today allow free trials of new applications, and line workers should participate in these trials.

Are we really convinced ourselves?

The CEO who never touches a computer is somewhat of a stereotype. If senior managers aren’t embracing the technology, workers will feel that it’s not fully legitimate. Leaders need to practice what they preach and show by example here.

There will always be people who will resist technology no matter what you do. However, these are a small minority. With good communication and thoughtful implementation, technophobia, or whatever you want to call it, can be overcome.