Navigating the CIO’s Dilemma in Higher Education — Campus Technology
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Digital Layers and Human Ties: Navigating the CIO’s Dilemma in Higher Education
As technology permeates every aspect of life on campus, efficiency and convenience may come at the cost of human connection and professional identity.
In the digital age, the chief information officer (CIO) of a university faces a unique paradox: the very tools they implement to enhance efficiency, communication, and learning also risk eroding the human connections that are foundational to campus life. This dilemma — navigating a physical campus in an increasingly digital world — lies at the heart of the challenges facing higher education today. This tension echoes Adrienne Rich: “This is the oppressor’s language yet I need it to talk to you.” The very tools that empower faculty and staff to fulfill their roles also impose structures that can limit and shape their professional experiences in ways that are not always conducive to their well-being.
Consider a simple moment at a supermarket, where the line for the self-checkout snakes along, each person absorbed in the task of swiping items across the scanner and bagging their groceries with mechanical precision. The rhythm of this scene is only interrupted when a person, struggling to navigate the automated system, reaches out to a nearby employee for help. Their request, a simple plea for assistance, disrupts the flow. The collective discomfort among those waiting in line is palpable — muted sighs of impatience, narrowed eyes, and muttered comments. In this space, designed for efficiency and self-reliance, seeking human connection feels almost like a violation of the unspoken rules. The person’s embarrassment as they apologize reflects a deeper truth: The technological layer that was supposed to simplify our lives has, in some ways, made us more isolated, more rigid, and less forgiving.
This supermarket scene, seemingly mundane, mirrors the broader challenges faced by university CIOs. As campuses become more digitally interconnected, this “technological layer” mediates almost every interaction between university personnel — staff, instructors, and administrators — and the broader academic institution. While this layer brings undeniable benefits, such as increased efficiency in administrative processes and enhanced communication tools, it also introduces new challenges, particularly in the realms of attention, professional identity, and well-being among university staff and instructors.
The Technological Layer and Its Impact on University Personnel
In this increasingly digital environment, where the traditional sense of community or shared purpose may be weakened, helping people feel like they are part of something becomes a significant challenge. When there is “no something” — no clear, cohesive community or shared mission — how do we help university personnel feel connected and engaged?
The technological layer permeates nearly every aspect of professional life on campus. Administrative tasks such as managing class schedules, tracking student progress, and communicating with colleagues are now primarily handled through online portals. While these systems offer convenience, they reduce face-to-face interactions, making these processes feel more mechanical and less personal. This shift from personal interaction to digital transaction can lead to a sense of disconnection among staff and instructors, who may feel isolated from their colleagues and students.
Imagine the experience of a university staff member who used to eagerly prepare for an annual professional development conference. The process began with a visit to their supervisor’s office, where they would discuss the conference details and outline what they hoped to learn. This conversation often expanded into broader discussions about career goals and the evolving needs of their department. Upon returning from the conference, the staff member would share their insights with their supervisor, further deepening their connection to their work and their team.
However, with the shift to a more automated system, this interaction has been reduced to a mere transaction. Now, the staff member fills out an online form, detailing the conference and justification for attendance. The supervisor simply clicks a button — approve or deny — without any conversation or exchange of ideas. The efficiency of the process has stripped away the meaningful dialogue that once enriched the staff member’s experience, leaving them feeling like a cog in a machine rather than a valued member of the team.
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