Lessons from Darwin: adaptation and career management for IT professionals

  • Authors:

  • Diane Bandow

  • Affiliations:

  • Troy University, Atlanta, GA

  • Venue:
  • Proceedings of the 2005 ACM SIGMIS CPR conference on Computer personnel research
  • Year:
  • 2005

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Abstract

Darwin introduced the world to his theory on environmental change in the adaptation of different species; although his book originally appeared in 1842, the concepts are still relevant to provide a lens through which IT career management can be examined. Key terms in nature such as environmental change and evolution are also applicable and exist in the business environment and organizations today. In business as in nature, environmental changes influence opportunities and modification occurs to meet different needs. Just as organizations have evolved from the elaborate and complex hierarchies to new organizational forms such as matrix, virtual, and flat, the individuals working in these organizations have also had to change with the organizations. The business environment has evolved from one of predictability and long-term planning to one of rapid changes, unpredictability and global competition. One key area in need of modification is career management; current views on career management are based on old organizational concepts and models that are inappropriate for the current, rapidly changing environment. To meet these changes, Cheseborough & Davis (1983) recommended that IT professionals assume responsibility for their own careers. Many other research efforts since then have made the same recommendation, but there is little research and limited information to indicate if personal career management ever really occurred or to what extent.Traditional career management was previously accomplished between individuals and organizations through slow but deliberate progression and career ladders, and individuals relied on supervisors, experience and the passage of time for promotion. The business environment has radically changed; organizations rarely support traditional career ladders; the dual ladders in IT have provided less than stellar outcomes (Allen & Katz, 1986).