CHANGING
THE INFORMATION CULTURE
One of the difficulties with implementing new IT systems is
getting people to use them in the manner intended. There are many horror stories
of expensive IT investments that are never fully incorporated into daily
organizational life.
Does the introduction of technology automatically change
behaviour? Our experience says that this does not happen. In the worst case the
new technology reinforces the habits and attitudes already present. (See the
example in the box.) Organizations need to do more than simply change the IT
equipment and systems available if they want to experience a radical shift in
behaviour. A culture change may be required to create the shifts in information
sharing required, because the introduction of new IT systems alone will not
achieve this, suggests Davenport (1994). He says, ‘It shouldn’t surprise anyone
that human nature can throw a wrench into the best-laid IT plans, yet
technocrats are constantly caught off-guard by the “irrational” behaviour of
“end-users”’. He says that what is important is how people use information, not
how they use technology.
Perhaps we need to forget about technology for the moment, and
look at existing information sharing habits and develop some goals for behaviour
change. But what are the rules governing information sharing behaviour?
Davenport states the information facts of life:
-
Most of the information in organizations – and most of the
information people really care about – is not on computers.
-
Managers prefer to get information from people rather than
computers; people add value to raw information by interpreting it and adding
context.
-
The more complex and detailed an information management
approach, the less likely it is to change anyone’s behaviour.
-
All information does not have to be common; an element of
flexibility and disorder is desirable.
-
The more a company knows and cares about its core business
area, the less likely employees will be to agree on a common definition of
it.
-
If information is power and money, people will not share it
easily.
-
The willingness of individuals to use a specified
information format is directly proportional to how much they have participated
in defining it, or trust others who did.
-
To make the most of electronic communications, employees
must first learn to communicate face to face.
-
Since people are important sources and integrators of
information, any maps of information should include people.
-
There is no such thing as information overload; if
information is really useful, our appetite for it is insatiable.
IT systems such as Lotus Notes and other forms of groupware are
often readily taken up by employees because of the range of ways of sharing
information offered. However, people need to have time to explore and learn
about the possibilities of these systems so that they can make best use of them.
E-mail is now taken for granted, but also has downsides such as ‘non-information
overload’ rather than information overload. Non-relevant e-mails take time to
scan, process and delete. It is almost too easy to share information via e-mail,
and people will do it for their own reasons (such as covering their backs,
making themselves look good, bringing network power into play and making others
look bad) rather than for the benefit of the recipient.
IT systems are expensive to implement. Therefore, it would be
beneficial if executives could start to see the difference between deciding to
implement an IT system, and deciding to change the company’s information-sharing
habits. Experience shows us that the first will certainly not guarantee the
second, and the second often requires a culture change which requires energy,
commitment, sponsorship and clear direction (see Chapter 8).
Sections
Privacy Policy
Syndication
