Is Managing Information Overload Just Self-Discipline? No - Some People Can Actually Do Something Real About It

Blogger: Craig Roth

An article in today's WSJ by Lee Gomes (4/16/08, page B1, You Can Enjoy a Book On a Mere Cellphone; (Hit Spacebar Now)) has a tidy summary of a statement that tends to make me cringe:

The biggest drawback to the experience involves the sheer proximity of the Internet and the constant temptation it provides for the aforementioned thumb to wander away from the realm of timeless literary art toward a cheap, quick-information fix in the form of email or blogs. This is one of the cultural problems of our time and I don't have much to offer in the way of solutions, save to nag everyone about steely self-discipline.

While Mr. Gomes is referring specifically to the itch to check email or blogs, I've seen the entire attention management issue framed this way as well: that information overload and info-stress are like the weather in that everyone likes to talk about it but no one ever does anything about it.  Why waste much time talking about the dangers of our always-on, go-go culture if all you can do about it is nag people to buckle down and change their behavior?

I can understand that the average information worker feels that dealing with the overabundance and addictive nature of information (just as with food) is a matter of self-discipline.  But there are a handful of people in any organization that can take action to impact the productivity and stress of hundreds (sometimes thousands) of information workers.  I'm talking about CxOs and the IT owners, stakeholders, and champions of attentional technologies.  Cornering the folks in the corner office about Information Overload can pay dividends.

Enterprise Attention Management (EAM) pulls together the various puzzle pieces involved in the information overload issue and lays them out in a conceptual architecture that provides a view (a cross-section really) of the myriad technologies and processes involved.  Once laid out in this fashion, EAM can be applied to a specific organization's situation.  For a demo of how this works, see my entry that applies the EAM to personal attention management and then think about doing that for the organization as a whole.

If you're one of that handful of people I mentioned, you can take real action - actually do something about information overload for scores of people in your organization.  For example, if you're the owner of the e-mail system, you can enable filtering rules, teach people how to use them, or place them on your list of evaluation points for an email product evaluation as your situation warrants.  If you're a CEO or head of a large division you can lead by example in how you send out and accept communications (e.g., using appropriate channels, not accepting electronic interruptions during meetings, demanding full attention for short periods of focused collaboration).  If you're in a position to roll out RSS technology you can accelerate its entry into the organization.  These are just a few examples.  Each is only a small piece of the puzzle, which is why the EAM conceptual architecture is important for laying out how all of these pieces interconnect.  And how they apply to each organization is different.  But only when they are laid out in the context of attention management can strategic direction become evident.

Comments

[Henry]

In many situations less is better as non-essential data creates noise that can hide the critical data. Speaking about a very plain approach to coping with information overload, I'm using my own application - Context Organizer - to summarize my reading material. When at a click of a button I see the keywords and the most important sentences - that helps me to quickly decide how useful the information is. In my experience summarization helps with finding specific information in a sea of disparate content and is critical in quickly focusing on the most relevant information.