Culinary Experiences & IT Change Management

Over the past two decades, I’ve had the incredible opportunity to travel across three continents and work in six different countries, with many more adventures along the way. Each journey has not only introduced me to diverse cultures but also taught me valuable lessons about embracing change. Change management is a key aspect of handling the ever-evolving landscape of IT. Much like trying out new dishes in different cultures, adapting to new technologies requires patience, exposure, and a willingness to embrace change. From my experience and independent research suggests that a timeframe of around three years is reasonable for evaluating whether a new technology is accepted or deemed unsuitable.

My Three Culinary Experiences over the years:

1. Mansaf in Jordan: When I first tried Mansaf, the national dish of Jordan, I was taken aback by its richness. It was so heavy that all I wanted to do was sleep, but as a guest, I couldn’t. Initially, I wasn’t used to it, and I avoided trying it again for some time. However, after several exposures at different gatherings, I began to enjoy it, and now it’s one of my favourite dishes.

2. Hibiscus Drink in Egypt: During Ramadan in Egypt, I was served hibiscus drink. Again, I felt a bit hesitant but accepted it out of respect. Over time, as I continued to drink it during Ramadan, it transformed into a beloved tradition for me and my family.

3. Sparkling Water in Belgium: In Belgium, I encountered sparkling water everywhere, whether visiting friends or at school. In many cases still water was never served. My initial dislike for it led me to prefer cordial instead, as I thought it would be easier to digest. However, with more exposure, I eventually grew to love it, and now it’s my drink of choice.

These experiences illustrate how we often resist change when faced with new situations. Here are three key lessons that can be drawn from them:

1. Invest Time and Training: Just like my journey with Mansaf, adapting to new technology requires time and training. Research from the Standish Group’s CHAOS Report (2023) indicates that a significant percentage of IT projects experience challenges or fail, particularly in the first few years. Initially, it may feel overwhelming, but with consistent exposure and support, individuals can become comfortable and even enthusiastic about the change.

2. Embrace Cultural Practices: My experience with the hibiscus drink highlights the importance of embracing new practices. The Technology Acceptance Model (TAM) suggests that users go through stages of awareness, interest, evaluation, and adoption, which often span several years (Davis, 1989). In IT, it’s crucial to understand the culture of the organisation and to encourage team members to engage with new tools and processes. Acceptance often grows from a sense of belonging and appreciation for the change.

3. Overcome Initial Resistance: The transition from disliking to loving sparkling water mirrors the common resistance to new technologies. People may initially resist change due to discomfort or unfamiliarity. The Diffusion of Innovations theory, developed by Everett Rogers, highlights that adoption occurs over time and is influenced by various factors (Rogers, 2003). However, with encouragement and the right environment, they can transform their perspectives and ultimately advocate for the new technology.

Just as my culinary experiences taught me about the gradual process of embracing new flavours, effective change management in IT requires a similar approach. Investing time in training, fostering a culture of acceptance, and overcoming resistance are crucial to ensuring successful transitions. Embracing change can be challenging, but with the right mindset and support, it can lead to rewarding outcomes. Through my travels and culinary adventures, I’ve learned that change can be a delightful journey if approached with an open mind.

References

•                      Standish Group. (2023). CHAOS Report.

•                      Davis, F. D. (1989). Perceived usefulness, perceived ease of use, and user acceptance of information technology. MIS Quarterly, 13(3), 319–340.

•                      Rogers, E. M. (2003). Diffusion of Innovations (5th ed.).