In this post Gene highlights the pros/cons of IT Certifications and asks these questions:
Do you rely on IT certification when hiring? What has your experience been, good or bad, when hiring IT resources with or without certifications? Do you have an IT certification or more than one? Have they been helpful to you in your career as far as being a gate item or helping you get more money?
Some interesting questions here that might be worth looking at.
When I’ve hired folks in the past, I’ve looked at certifications as part of my overall view of the candidate. If I’m hiring for a Database Administrator, a DBA certification helps me understand that this person has knowledge in the area…but it doesn’t help me determine their experience or skills in the area.
On the other hand, if I’m hiring for a Project Manager for a large enterprise implementation, a Project Management Certification like the PMP really doesn’t do much for me. The PMP certification tells me that the user has experience in the project management world and has passed a test…but it doesn’t tell me anything about that person’s real abilities.
At the end of the day, the certification helps quantify a candidate’s skill-set but not their abilities and experiences.
The certification is a piece of the puzzle but, in my mind, a small piece.
What is linear thinking? A very good description can be found at this website:
To continue to look at something from one point of view. To take information or observations from one situation, place this data in another situation (usually later), and make a conclusion in the later situation.
Linear thinking can doom an organization and/or a person. As an example, consider the organization that hires new employees who have backgrounds that match the employees that were hired in years past without any thought given to future needs and/or direction of the organization. Consider the following example:
You are a manager responsible for hiring a new Project Manager to manage consulting service delivery projects. You receive few resumes for the position and start to weed through them. While thinning out the resumes, you run across a resume from a candidate (#1) who has been a consultant and project manager for your closest competitor and another from a candidate (#2) who has been a consultant and project manager in various industries but little experience within your industry.
These two candidates have completely different backgrounds with candidate #1 having a BS in Business, an MBA, PMP certification and 10 years experience while candidate #2 has a BS in Computer Science and an MS in Marketing and 10 years experience. Which candidate would you choose?
I have a strong suspicion that many people would argue for hiring Candidate #1 since they have “industry experience” or because they have the PMP certification. Of course there isn’t a right or wrong answer to the above question since many factors would come into play (communication abilities, culture fit, salary requirements. etc) and a persons “gut feeling” about hiring will always make its way into the hiring decision.
The point of the example was to show an aspect of linear thinking that exists in organizations. As I mentioned, there really is no right or wrong answer to which candidate should be hired, but a person who is able to employ critical thinking abilities and think in a lateral manner just might have looked at the above candidates in a different light. Instead of hiring Candidate #1 who has similar experiences as other people within the organization, why not consider candidate #2 who might be able to bring a fresh outlook to the organization? Assuming that candidate #2 has the ability, shouldn’t they be considered just as much a fit as candidate #1? I think so.
I believe that linear thinking is an easy way out for organizations, hiring managers and recruiters. Its much easier to hire only those people that fit a narrowly defined job description than it is to open up the candidate search to people with a more diverse background. If the two candidates in the above example were both able to show demonstrable evidence of their ability to do the job, candidate #1 would still be the only candidate considered in most organizations because they ‘fit the mold’ that the hiring manager has created for the candidate search.
This might be a good time to bring in a quote from the person who inspired this entire post, Steve Neiderhauser. Steve discusses the the dangers of hiring non-linear employees when he writes:
In business, it’s important to hire ambidextrous employees — people who have business and technology skills. For they can imagine the future. If you don’t employ multi-talented professionals, you lose out on business opportunities that cannot be imagined by the linear worker.
Linear thinking is not just a challenge in hiring new employees. Linear thinking can cause “group think” and other dangerous mind-sets to develop within an organization and this type of thinking can absolutely kill innovation.
In addition, linear thinking can destroy projects. I haven’t run across any research on the topic, but I believe that part of the reason for the large failure rates within the project management community, especially within IT Project Management, is related to the inability to think in a lateral fashion. Project Managers have been trained in formal methodologies to use to manage projects and the strict adherence to these guidelines can cause a severe case of linear thinking. Again, Steve Neiderhauser puts it more eloquently (and succinctly) than I can when he writes:
Hypnotized by linear improvements, project management at many companies is stuck in a rut. Don’t let PM knowledge frame problems in a way that limits your ability to perform the unthinkable
How do we cure linear thinking within organizations and people? Not sure that I have the answer, although I’m still thinking about it. I do think that a healthy dose of creative and critical thinking would help, but how do you create a system to educate an organization on the dangers of linear thinking and/or the benefits of lateral thinking?. Interesting questions and something that I will be thinking about more in the coming weeks.
Eric D. Brown, D.Sc. is a technology consultant, investor and entrepreneur with an interest in using technology and data to solve real-world business problems. He currently runs his own consulting practice focused on helping organizations use their data more efficiently. Additionally, he is the Chief Information Officer of Sundial Capital Research, publisher of sentimenTrader
Eric received his Doctor of Science (D.Sc.) in Information Systems in 2014 with a dissertation titled “Analysis of Twitter Messages for Sentiment and Insight for use in Stock Market Decision Making”. His research interests are currently in the areas of decision support, data science, big data, natural language processing, sentiment analysis and social media analysis.In recent years, he has combined sentiment analysis, natural language processing and big data approaches to build innovative systems and strategies to solve interesting problems. You can read some of his research here: Eric D. Brown on ResearchGate
In addition, he is an entrepreneur that has launched a few companies with the most recent being a company focused on proving data analytics and visualization services to the financial markets.