Modelesis

As an IT leader, I often find myself walking a thin line: I am the company’s voice before the employees, and the employees' voice before the company.  This extends to mediating between internal parties and vendors, auditors, consultants and other external entities as well.  While not an absolute situation (and certainly not at my current workplace), it is often the case that higher leadership pushes an IT management model that is ultimately a fallacy.  Curiously enough, other parties' retort is also deeply flawed.  Both are rooted in good intentions, but tangle up in a vicious circle that does more harm than good, even though no one overtly intends it.  In a sense, a lot of IT leadership and management efforts are spent bridging these two fallacies.