Digital Layers and Human Ties: Navigating the CIO's Dilemma in Higher Education
Impact on Professional Identity
This erosion of meaningful interactions is not just a logistical concern; it strikes at the heart of how university personnel, including both staff and CIOs, perceive and construct their professional identities. The technological layer, by mediating and often minimizing face-to-face interactions, creates an environment where performativity — the need to project a curated, idealized version of oneself — becomes increasingly pervasive.
The constant pressure to maintain a digital presence on platforms like LinkedIn, Twitter, or institutional websites can lead to a fragmented professional self. Judith Butler's concept of performativity, though originally focused on gender, is applicable here as it highlights how identity is constructed through repeated actions within a given cultural context. In the digital age, these actions are often mediated by technology, creating a tension between online personas and authentic professional expression.
For university staff, this digital performativity often leads to inauthentic professional expression. Staff members may feel compelled to maintain a curated online persona that aligns with perceived norms or expectations, which can create a disconnection between their true selves and the identities they project. This pressure to conform can result in increased stress and anxiety, as staff constantly manage their public image, fearing judgment or criticism from colleagues, students, and external audiences.
The consequences of this performative culture extend to the quality of professional relationships. Interactions become more superficial, as they are filtered through a lens of image maintenance rather than genuine connection. This can lead to feelings of alienation and isolation, as staff struggle to form meaningful bonds with colleagues when their interactions are driven by performative goals. Additionally, the fragmented sense of self that arises from balancing multiple online identities can impede professional growth, as staff may prioritize maintaining their image over pursuing opportunities for authentic development and learning.
Performativity also distracts from core job responsibilities. The time and energy spent curating an online presence can detract from the focus needed to excel in one's role, leading to decreased job satisfaction and a sense that one's true contributions are undervalued. Moreover, the pressure to appear flawless can discourage staff from taking risks or admitting mistakes, further stifling innovation and professional growth.
For CIOs, the stakes of performativity are equally high, albeit in different ways. As leaders tasked with steering their institutions through complex technological landscapes, CIOs may feel pressured to make decisions that enhance their public image or align with popular trends, rather than focusing on the institution's specific needs. This can lead to superficial engagement with technology trends, where new tools and systems are adopted more for their perceived cutting-edge appeal than for their actual utility.
The impact of performativity on CIOs extends to their leadership and decision-making processes. The need to maintain an idealized public image can create a disconnect between their authentic leadership style and the persona they project, eroding trust with their team and stakeholders. This focus on image can also drive CIOs to prioritize short-term wins and visible outcomes over long-term strategies that may be less immediately recognized but are crucial for the institution's future.
Furthermore, the performative pressure can compromise communication and collaboration within the organization. When CIOs are more concerned with impressing an audience than with fostering genuine understanding, it can lead to misalignment and reduced effectiveness in team efforts. The emphasis on maintaining a flawless image can also make it difficult for CIOs to acknowledge failures or learn from mistakes, hindering their ability to innovate and grow.