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The 5 Users You'd Meet in Hell
cweditor writes "The Know-It-All. The Finger-Pointer. The Whiz Kid. "Just as a zookeeper cares for his monkeys one way and his rhinos another (we kid — sort of), so too should IT tailor its responses to fit the individual styles of its end users," according to this Computerworld "rogue's gallery of users (and one angel)".
Includes advice on how to best deal with the most common types of users, without having to run screaming into the night. Expect sometime soon to also see reader feedback offering other ideas (and, oh, perhaps some disagreement with the article's)."
I once had to help a user because she had accidentally rearranged the icons on her desktop and didn't know how to do her job. She had meticulously documented her job as follows:
Step 1: Click the third icon from the top in the second column [...]
Etc....
Have you tried switching it off and on again?
which is totally what she said
There is strong irony in the IT worker complaining about the know-it-all.
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The brother in law!!! It's the worse one, because he is all 5 worst users in the same person!
I nearly got fired by a Ms. Entitlement Finger-Pointer. Personal secretary for the president of an unnamed fortune 500 company has the president's Active Directory password, and ended up locking the account. This is where I got the "do you know who I am, I am the SECRETARY of mr. So and So. I was just a phone support operator. After a little bit of screaming and accusation, I figure out what the problem is and unlock the account. A week later, she locks the account again, conveniently right before the weekend. Next, I get an angry phone call from the president himself, demanding to know why his account is locked, because HE IS THE PRESIDENT, and is trying to get ready for an important meeting. I end up in a conference call with the secretary, who proceeds to tell the president that I've "done this to her before." Now we've established the finger-pointing. She'd successfully established my guilt as the baseline of the "discussion", and it was downhill after that. After that point, the writing was on the wall, and I got out of there after a few months. Basically, I ended up on the "list" and was not going to get off.
These people can ruin your job. I'm just glad that I was a lowly operator, it would really suck if I'd have had a good job there and this happened.
The article is, unsurprisingly, written from the typical asshat IT support person point of view. The article doesn't list the user who actually does know a lot more than the clueless freshly-minted IT support guy. As opposed to the "Mr. Know-It-All" who thinks he's an engineer, there are those of us who actually are engineers who are hobbled by Mr. Know-Nothing IT guys who operate blindly. I always laugh at the IT guy who does superstitious things like closing the Explorer window and re-opening a new one so he can navigate somewhere! Or tries the exact same operation four times, thinking it will work the fourth time! Every time some idiotic security application is "pushed" onto all desktops and fucks up my ability to update development software, some IT moron asks "well what did you change?" I remember a dimwit who claimed I needed a new computer because he couldn't figure out how get an encryption certificate working in Outlook. I kid you not, I got a new computer out of it.
"The Know-It-All" It is simply mind-boggling how often a simple reboot fix seemingly unrelated problems. Besides, if you're issue is really so important that I need to come down there personally and look into it, you're probably not getting much work done anyways, so what's the harm in starting a reboot while I start walking to your desk? Worst case scenario, it doesn't help, but you haven't missed out on any productivity.
If I ask a user to reboot their computer (which, by the way, means I think it might help) and they say it's unrelated, their just prolonging the time it takes to get the problem solved, because I'm just gonna reboot it myself when I get to their desk. Why not save us both a little time and just do it now? Who knows, it might even work, and that'll save us both a lot of time.
Unpleasantries.
all of the millions of people that don't RTFM or help screens before lifting the phone and calling tech support; yes, the manuals and help screens suck, so did your chemistry book.
But isn't it your job to be on the other end of the phone to answer a question in ten minutes that would take me an hour to figure out by reading the poorly-written book? If not then why am I paying for support?
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...the dreaded 'family member'
In some cases, like my dad, it's not so bad, he pays attention to the explanation of whats wrong and is usually pretty good about dealing with problems he's seen before so I rarely have to fix the same problem twice, plus he's as good at fixing cars as I am with computers and I'm *rubbish* with cars so that results in a pretty fair exchange of skills.
Other members of my family are *much* more irritating and would think nothing of calling me up at 3am because they have a paper due in at 9am that they left to the last minute and couldn't figure out why their printer wouldn't work (for reference: because the dizzy bint had unplugged it to charge up her MP3 player).
The really shocking thing is that several of my techie friends seem to have it even worse than me with their family!
In a corporate environment the worst I face on a day to day basis are those I classify as 'know just enough to be dangerous' - its a combination of a modicum of ability with computers combined with just the right level of arrogance that they know more than I do that leads to all sorts of problems.
Day to day though it's pretty easy - the place I work is only 300 or so people, which is small enough to build reasonably personal relationships with the various staff, so I generally know the best approach to deal with whomever is having a problem - up to and including who can I get away with calling a dumbfuck to their face, and which ones I should save to have a laugh about back at the pen ;)
In the rare instance when I actually need to call support, I'll perform the steps they ask even if I've already tried them and know that they don't fix the problem. After all, they're patiently trying to help you, so the least you can do is try not to stress them out by being a pain in the ass.
This guy's the limit!
In his cubicle, he has a stuffed [...] Linux penguin mascot. And he's highly likely to be a gamer
;)
10 points for whoever can spot the huge flaw in this quote!
I write bullshit
Even worse are sysadmins who think that every other tech in the company are Know-It-Alls that must be contained at all costs. At a previous job, I was tasked with installing a rather expensive server application. It was one of those nightmare jobs with a huge spaghetti-coded shell script installer. You know the kind: works great once it's running, but you better have things exactly right before running ./install.sh.
Anyway, one of its requirements was an empty Oracle database and an account with permissions to create the tables it would be using. Now, I'm sure our DBA was a pretty clever guy, and I understand that he had an important job, but he was a complete ass about giving me that empty database. After all, only a Trained DBA is qualified to know how your schema should be designed; never mind that we were buying the app and didn't have a lot of say over how it was set up. Since he and I reported to different bosses, it finally took a request travelling up to the VP level and back down (plus some not so veiled threats of a beating) to finally get the ability to install the application we'd paid about $50K for. Oh, and the installer ran perfectly the first time. You could actually hear his teeth grind as it completed without so much as a warning.
I'm sure in his mind I was a pesky Know-It-All who wanted nothing more than to make his life difficult. He probably complained to his friends about the thorn in his side at the office who wanted - can you believe it! - free reign over a corner of his beloved Oracle.
The moral is that sometimes the people "beneath" you really do know what they're doing if you can bring yourself to give them a chance.
Dewey, what part of this looks like authorities should be involved?
Our company would be viewed as evil by some in the IT or the consulting industry. We sell ourselves as "the CEO's consultant." We openly admit that we're working to better the interests of the person in charge of the company, or the ownership, and not necessarily end users. We believe that by making a company more efficient, the employees will profit as the company does. Our 10 year anniversary is this week, and our world has changed greatly in terms of how we're viewed by the "common" employee.
First of all, if we have bad users, we're the first to highlight them in our quarterly and yearly billing breakdowns. The users who are surly, obnoxious, and complain the most are usually the ones who get the biggest chunk of the maintenance budget. Their name is usually at the top, and each user is also compared to the company average. Many CEOs and owners love our breakdowns, and look forward to them each quarter.
Secondly, the hard workers in an organization also appreciate our reports, which we request to be open if the company's policy allows it (about half do). They know who the jerks and deadbeats (Finger-pointer and Mr. Entitlement) are, and they're happy to be "below average" in terms of company burden. It is also those users/employees who like us the most because we give them extra-special attention when they really do have emergencies. The guy who cries wolf all the time is still served well, but most quickly learn that they'll be singled out at their next review -- "Why do you need so much support?"
The finger-pointer loses power under this system. When it is obvious that the finger should point to them (and that's what the report clearly shows) they have little in the way of demanding a change in consultant or operations. Most finger-pointers we've dealt with have been the first to leave or be fired, based on the clarity that we show to the owners to see who is bringing down efficiency. Since we've taken over some telephone system operations, we also generate a report that shows the delay in responding to voice mails (a skewed report in some ways, because we don't use a weight-system for people who get way more voice mails than average), and it's usually the finger pointer and Mr. Entitlement who ignore the voice mails significantly more than average.
The Whiz-Kid is usually a good person to have for us, as we are open to changes in our system. If the Whiz-Kid gives us a recommendation, we'll include it in our summary of recommendations, and give them the credit. If that recommendation is accepted, and it works, more power to the Whiz-Kid, maybe he should go off on his own and consult. If the recommendation fails, it's also his responsibility. But here's the good part: the Whiz-Kid doesn't have the time to take over our work, so it's not competition for us. Owners should know if they have a talented worker, but they should also be aware that the talented worker should do what his job description says he should do, or he should be moved to a different department. About 20% of our customers have attempted to hire in-house staff, but their costs go up, not down, and the service seems to get worse. Currently, we work with no business with an in-house IT guy (even one customer who generates over $100m a year in income).
The Know-It-All is not a problem for us, because every invoice we produce references industry recommendations or knowledge base articles as to why we do it. If the Know-It-All calls us out in a meeting (or otherwise), all we have to do is say "Maybe we missed something, can you point us to two industry experts who recommend that action?" So far, maybe 5% of Know-It-All complaints have led us to making changes, but 95% of them fail miserably. And no, slashdot is not a great place to grab links to recommendations, because it also usually has replies from other "experts" who recommend against the same idea.
The Know-Nothing is our worst user, and maybe the only bad one. Because some WANT to know more, but don't have the aptitude, it seems part
It's surprising how many people are like this. I encounter people this clueless on a weekly basis.
Me: "Right-click on your program shortcut and go to Properties..."
User: "What?"
Me: "The shortcut to the program."
User: "What?"
Me: "However you normally open the program."
User: "Ok, the program's open."
Me: "No, just right-click on that icon."
User: "So close the program?"
Me: "Yes"
User: "It says, 'are you sure you want to exit.' Click ok?"
Me: "Yes."
User: "It says, 'An error was encountered.' Click Send?"
Me: "No, click Do Not Send."
User: "OK, so go into the program?"
Me: "No, right-click on the shortcut."
User: "What?"
Yes, I must agree. IT guys are not at the top of the tech food chain; there are plenty of people in other fields who are just as capable if not more at that kind of work. In situations where you're the IT guy butting heads with the whiz kid, one of two things is happening:
1) The whiz kid is advocating a violation of protocol. Often, this is the whiz kid not understanding how things work for the average technology user. In this case, you probably should consider but ultimately reject the opinion of the whiz. In other cases, the opinion should be weighed carefully, keeping in mind that protocol should be adapted once in a while.
2) The whiz kid is telling you how the technology actually works (not how it looks from the perspective of the Windows Management Console). In this case, if you disagree (and/or accuse them of going to hell, as in this article), you have now become the know-it-all, and he is the expert. Show some humility, and try to learn. If he is eventually found to be wrong, your humility will only act as a slap in his face. If he is right, you have potentially avoided losing face.
That's an IT problem, not a user problem. It should NOT give passwords to active directory, even to the company president. In a fortune 500, that's for the head of IT's off-site safe. No, not the safe with the mission-critical backups; the SMALL, discrete, more secure safe. The head of IT should also have been shielding you from that kind of BS, via laying down his own law at board level.
With the growing complexity of computer systems and the growing number of issues inherent in the system (regardless of the Operating System in question), I've found that most "system administrators" just don't care to research problems thoroughly any longer. The oft stated "reboot" only serves to postpone the inevitable visit to resolve the problem in the future.
Back when I was a "Windows Guy(tm)", I visited the desk for almost every system crash that was encountered by the user community. I admit that I, too, chose the occasional reboot rebuff when I was swamped with server issues. But I made a concerted effort to visit the user, and I was usually able to isolate the problems - generally related to faulty hardware or driver configuration.
Rebooting the computer will, in fact, resolve many things. For a while. Ultimately, most problems will recur. If it is software related, it will continue until the software problem is addressed. This could be the OS, and application, a utility, a driver, etc. If the problem is hardware related, it will also continue until the problem is addressed. And, it may end up costing you more money to replace any components that the faulty unit may be attached to.
I was also an admin once. I had a psycho user who would scream and yell and sputter and lose it over minor issues. He completely freaked out because his docs were "gone." I did a search, and there they were in "My Documents." I looked around some more, and he had the usual "My Documents" folder in the usual place, and another folder on the desktop also called "My Documents" and also on the desktop he had a shortcut to a "D:\My Documents." How he had done this I wasn't sure, but it was all my fault.
Then we had the guy who complained of a slow computer. He had about 30 icons on his taskbar, about 8 of them screen saver programs and who knows what else. I suggested deleting all of them and he balked. I suggested deleting one or more and he balked. Then I started to leave and he asked me if I was going to do anything or not.
But my FAVORITE story: my ex's dad called completely irate. He wanted us to drive 200 miles to his house on a work night and fix his computer. His daughter was crying, his wife locked herself in the bedroom, and he was in a rage because they did something and now he couldn't print AND his landline didn't work. (Needless to say, I had fixed this computer numerous times only to find 400 pieces of spyware and 15 screensavers and 86 viruses on my next visit) Well, my ex explained that we didn't want to do 8 hours of driving that night so he should call the phone company to fix his landline and we'd see about his computer on the weekend.
2 days later, a guy from AT&T shows up, unplugs the printer's USB cable from the phone jack and leaves.
Is it just yor external email or email or external emais from you hole area?
If you never make mistakes, it's probably because you're not doing anything.
You apparently didn't grasp my question. Puzzling through a poorly written manual takes time away from revenue-generating activities. Tech support owes its employment in part to the fact that it is much faster to ask an expert, even to ask question that the expert may find stupid, than it is to consult a poorly written document. If time had no value, there would be no need for tech support. So again I ask, isn't this your job?
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I learned the hard way that using military alphabet abbreviations over the phone just confuses most folks who aren't current/ex military or pilots. You end up having to say "A as in Alpha" instead otherwise they can't cope. It's even worse if they are a foreign national whose English language skills aren't so strong.
Of course most folks here can't deal with metric either so I shouldn't be surprised. (yes I'm an American slamming other Americans on this topic) There are a lot of things people could do to make their lives easier that they don't bother to learn. Sad but true.
I think the problem is with different definitions of "fixed" which Windows and Unix/Linux/Mainframe/etc admins have. In the Windows world "fixed" frequently means clearing up an inherent, recurring, deep-seated internal design problems of either Windows or some business app which are fundamentally unsolvable given the lack of access to the source code and even sufficient diagnostics tools to track the cause down. So rebooting "fixes" the problem in the sense that people get back to work and the thing limps along for some unpredictable amount of time again, until one of the many fundamentally unsolveable issues crops up again. Then reboot. Lather, rinse, repeat.
In the other environments "fixing" means employing a set of different diagnostic procedures, from analysing logs (which are actually useful, unlike the Windows ones), turning debugging info on, running strace etc, all the way to parsing source code, all of which procedures are very quickly focused on a specific running process or kernel module, which in turn can, in a vast majority of cases, be stopped/started/loaded/unloaded at runtime. Following which "fixing" means alteration to either the system configuration or applying appropriate patches. In some cases even writing your own.
This is because of this fundamental difference you have such a chorus of disagreement between those who come from Microsoft-only shops and those who have a much broader experience.
One of my professors in college (Hi Prof Pierroule, if you read this!) called that sort "voodoo users": they have no idea whatsoever what they're doing, no amount of training actually gets them to understand the computer, and they have merely memorized (or written down) a series of exact steps and they know that if they perform the magical steps, the magical process occurs and they get the desired output... but if anything goes even the slightest bit wrong with any of those steps, they fail completely.
My experience with many such people leads me to believe that voodoo users have a mindset that effectively prevents them from learning how computers work: I think in some cases they're so convinced that they can't learn it that they prevent themselves from doing so even if they otherwise could, and in some cases they don't have the sort of brain processes that allow a person to systematize knowledge about how one part of one thing works to understand how other parts or other things work, so memorizing instructions is all they can do.
I usually make them lavish documentation with lots and lots of color screenshots. (Yes, I've had users that failed because the document was b&w and the screen was color and they couldn't match the two in their heads. This also means the document has to be created with the default system colors, and I have to ensure that their workstation is set to the default system colors.) And over-simplistic language. (You can't say "click 'ok'" and expect them to figure out that there's an on-screen button labeled 'ok' that they're supposed to click with the mouse: you have to say "using the mouse, move the pointer so that it is on the on-screen 'button' labeled 'ok'. [picture of it here] Press the left mouse button and release it.")
Ultimately, this will depend on the type of service that your help desk provides.
There are different types of technical support available, and your company may employ some or all of those available. They include (but by no means are limited to) the following:
Tier 1: First level telephone support
In general, this level of support will assist you with "I can't find the right mouse button" type questions. The people who work at this level are generally very comfortable with the desktop operating system that your company uses, and can help you find applications, sometimes even help you find departmental data. Some companies even grant Tier 1 support staff the ability to remotely control your PC and help you to launch applications in this manner.
Tier 2: Second level support
In general, this level of support is called upon when the Tier 1 support personnel have exhausted their flow charts of canned information. This would include problems like, the computer won't reboot or we can no longer send e-mail.
Tier 3: Third level support
In general, this level of support will never talk to the end user. This group of people are involved in building the infrastructure, maintaining servers and network gear, and resolving obscure technical problems that are beyond the scope of responsibility for the Tier 2 support personnel.
It is important to note that there are many Tier 1 support staff who work their way towards Tier 3. They attempt to learn as much as they can about an area - by resolving problems for people that are outside their sphere of responsibility. These people "go the extra mile" trying to resolve problems that you, as a user, should be able to look up and answer for yourself.
If you are using CAD applications, Geophysical applications, or an obscure 4GL to compile your custom application, you will not likely get the support that you are looking for from the standard 3 tier support infrastructure. In many cases, you will have a contract with the vendor to obtain support directly from them.
If you are using obscure functions of "off the shelf software", then you will likely end up being more knowledgeable about the product than your Tier 1, 2 AND 3 support staff, as they have no reason to use the software as intimately as you would.
Your help desk can only provide the service that your company is willing to support. I somehow doubt that refusing to learn an uncommon application feature for yourself on the basis of "it's too hard" will not make you look good to your manager.
I am sometimes an IT manager.
I find that most of the problem users are also finger pointers. It's rare that I encounter one of the other problem users who isn't also a finger pointer. Usually they'll call my boss, whoever that is, and try to get me fired. This is why I won't even consider an IT job unless I've discussed it thoroughly with my potential new boss and they've made it plain that they will back me up. The finger pointer then usually tries calling my boss's boss. I therefore insist on having enough of a relationship with *that* person that they know me enough to call me and have a friendly discussion about what really happened, rather than flying into a rage as the finger pointer wants them to.
I've found that attempting to mollify finger pointers is generally a bad idea: they'll get pissed off anyway, either now or later, and go to management and tell whatever kind of outrageous stories they think are necessary to get rid of me (or my staff), even if it means lying outright. (And I don't mean the kind of "they're too ignorant of computers to tell the difference" lies, I mean things like claiming I said a bunch of sexist stuff that I would never say.)
So, my new method of dealing with finger pointers is "take no prisoners." If something goes wrong and they say "what did you do?" they get a detailed lecture about not jumping to conclusions before analysis. They try to blame something on me and it's their fault, and they get a lecture about exactly what they did wrong and they get told that if they insist on blaming me or my staff for their errors we will withdraw service from them, including their network connection, and they can figure out how to do their job without a computer. (And I mean it - I've done it.) If they claim that they're suffering because me or my staff is slow in responding to them, all work for that user halts while I contact the help desk and get them to retrieve the records to demonstrate our reasonable response times for that user, and then I insist on receiving an apology before I can continue work.
I then go back to my desk and fire off a very polite email to their boss and mine about their poor behavior and its negative effect on my staff's morale. Since my boss always knows from experience that I am a professional and would never make shit up, when my email and the inevitable one from the finger pointer come in, I am the one who is believed.
The other consequence of this is that I insist that my staff have no more contact with finger pointers than absolutely necessary. If a finger pointer calls the help desk, the help desk notes what they have to say, tells them they'll get a call back, and then routes the complaint to me, and I handle it personally, calling in other IT people to assist me (not them) as necessary. This means that sometimes they have to wait for me to become available to work on their problem for them. If they complain to me about it, or my staff, they are told that because they've had difficulties in the past they have been placed in a special service category in which they are always taken care of by the top IT people (the managers) to ensure that they receive the best possible quality of service. If they complain to upper management about it, upper management will ask me, and I'll tell them the real reason - that they're not allowed to deal with lower level IT people because they can't be trusted not to tell lies and try to get my people fired, while I have the clout to stand up to them.
It has happened that management has decided to fire a finger pointer after they told nasty lies about me came to light. (The specific user accused me of making a pass at her and then discriminating against her for being a lesbian. HR called me about this, and I merely informed them that I'm gay. The discussion was over and I was off the hook.) And yes, management did back me when I withdrew all services from a user because of their nasty behavior - the user was fired, on the basis that they had such behavior problems they couldn't get along w
Interesting analysis of end users.
What kind of support techs are there?
(1) The Whiz-Kid - just scraped by in college, but reached Level Google in every game during those 4 1/2 years. Builds PC's in (inevitibly his) spare time. Has never touched a mainframe in his life and doesn't really understand it, and therefore, looks down on it. Knows every upcoming Intel processor code name, but can't write code, else they would be in "real" IT. How to handle? Empathy. Tell them they are amazing, and let them add that secured printer driver to your system and reboot.
(2) I'm New Here. Usually female, males will try to BS through it. Will have to check back with someone else on everything. How to handle? Empathy. Show patience. Be tolerant. Followup with an email to their boss thanking them if they didn't royally screw up. They are your friends for life.
(3) Whatever. The private sector civil servant. Doesn't know, doesn't care, just get the job done and move on. How to handle? Empathy. Tell them they are very busy and you appreciate their time. Won't help move them any faster, but there is a 1% lower chance they'll totally bork your system.
Interesting, how empathy is the correct response in every situation. There's a life lesson in there, young Jedi.
On me: I joined a Fortune 25 company as an executive, and have since risen in the executive ranks. I actually am entitled to nearly anything. But I never, ever take that tack. I personally throw out a few questions to see what category they fall into and deal appropriately. Occasionally the newer ones (who haven't heard the rumors) will decide to do what TFA says, dive deep and bury the user (me) in tech talk. It hasn't worked even once. I may have a title, but I write code at home for fun. It's a kind of malicious fun to see them retreat to Executive Support with their wanna-be tech tails between their legs.