Information Technology and Human Dynamics
Information Technology and Human Dynamics: A Three-Part Discourse
Understanding the People Behind the Code
Technology teams often face a unique internal tension: the need for objectivity and individual contribution, paired with a desire for effective collaboration and team cohesion. This dynamic—highlighted in research by Booz Allen and others—reflects a core paradox: the lone coder vs. the high-performing team. Like oil and vinegar, these forces require effort to mix—and don’t stay blended without intentional leadership.
A large-scale study involving 621 IT professionals across 77 teams found that IT workers exhibit distinct personality traits compared to the general population and possess unique perspectives on team dynamics. Interestingly, only 12% of those surveyed identified primarily as programmers or developers. In contrast, 32% reported functioning as team leaders or managers—highlighting the growing demand for well-rounded professionals who can lead, communicate, and collaborate beyond the technical realm.
As IT teams have evolved to include diverse technical specialists, effective collaboration has become both more essential and more complex. When managed well, this diversity can lead to innovation and synergy. When neglected, it can result in siloed work, miscommunication, and underperformance.
What Drives Team Success in IT?
In our research, both managers and team members were asked to classify their teams as either successful or in turmoil, and then identify three contributing factors.
Remarkably, both groups named the same top three factors—regardless of team status:
Work together effectively
Deliver on time
Provide high-quality services
What’s notable is what wasn’t mentioned: neither group ranked meeting user requirements among their top five, despite the industry’s well-known struggles with shifting requirements and client engagement. This suggests that while user input is important, internal team dynamics are even more crucial to overall success.
Time and quality are easy to measure—but working well together is harder to define and manage. Teams that take the time to ask, “What does working together effectively mean to us?” are often the ones taking the first real step toward lasting improvement.
Supporting Both the Individual and the Team
So how do we support IT teams that value both independence and collaboration?
The key is recognizing that high-performing teams are made up of strong individuals who also prioritize shared goals, rational decision-making, and respectful, supportive communication. Encouraging this dual focus can lead to measurable improvements in both performance and satisfaction.
Training in Action: Strengthening Relationship Skills in Tech Teams
To address this need, we offer a half-day training program designed to sharpen interpersonal and team dynamics within IT groups. The experience includes:
1. Self-Assessment
Using the Life Styles Inventory (LSI), participants assess their own behavioral styles, exploring constructive, passive, and aggressive patterns. This segment promotes self-awareness and lays the foundation for improved teamwork.
2. Simulation Exercise
Participants take part in an engaging team simulation—such as a survival scenario—where they rank decisions individually and then as a group. Results are compared to expert rankings, often revealing that effective collaboration significantly outperforms individual effort.
3. Group Feedback and Debrief
Trained observers provide qualitative feedback, while participants complete the Group Styles Inventory (GSI) to assess team behavior. Together, these tools offer a clear picture of what contributed to the group’s performance and how they can continue to grow.
The Takeaway
In today’s IT environment, success depends not just on technical expertise, but on the human dynamics that fuel high-performing teams. By combining self-awareness, communication skills, and a commitment to collaboration, IT professionals can bridge the gap between independence and cohesion—and unlock the full potential of their teams.
