Restoring confidence in IT department
Restoring confidence in the IT department is quite possible, although it is probably going to take massive effort. The manner with which the email sent to Barton from the CEO indicated a loss of confidence in the IT team, dictating that the CIO must take deliberate steps to restore confidence. Key to the restoration of confidence will be constant and regular communication with not just the CEO, but other departmental heads as well. Not only would this offer an opportunity to regain the confidence of the rest of the firm in the IT department, but it would also lead to solutions that include the input of all sections of the firm.
The doctrine of completed staff work would not make much sense in a field like IT, as there are undoubtedly numerous solutions to any given problem. It would be even more difficult for Barton to practice because he is only just getting to know much about IT, while the CEO is getting more and more interested in providing guidance to him, engaging the CEO every step of the way and encouraging his input, would no doubt be the best approach to take. Within the department, developing solutions often needs the input of Barton, making the adoption of the doctrine of completed staff work a difficult one to put into practice.
Bypassing the CEO and going directly to the board is definitely not a good idea. Barton must not adopt such a strategy, as it would create a situation in which he and Williams are at loggerheads. This as Maggie claims would lead to a test of the credibility of both individuals in the eyes of the board, with Barton most likely to lose out. Another scenario likely not to be as serious, but may come about due to bypassing the CEO, would be the loss of the little faith that the CEO has in him, as well as unnecessary antagonism, more so considering that the outage provides an opportunity for Barton and Williams to collaborate to great effect. By keeping the CEO in the loop, Barton will ensure that their fates are intertwined, as they would ideally be sailing in the same boat.
In my opinion, Maggie’s suggestion is the best, as it essentially ensures as already recommended above, that both Williams and Barton remain sailing in the same boat. If Barton keeps the CEO updated on any and all progress they make, the CEO will not be able to plead ignorance to what is going on in the IT department. Regular communication with the CEO will also ensure that solutions developed by the IT department are rubberstamped by Williams before implementation, possibly even incorporating William’s input cementing the sense of ownership he is bound to feel towards solutions that end up being developed and proposed. Such regular communication will also ensure that Barton gains a significant ally, a position that could massively boost the standing of the IT department in the eyes of the other departments.
The change in playlist indicates Barton’s current state of mind. Barton is seemingly feeling like an outcast and to an extent as a failure, as a result, he is seemingly looking for a sense of encouragement to take measures to remedy the situation through his own effort. The playlist gives a sense that he is behaving like a renegade who wants to shoulder the responsibility of solving the problem on his own.