Agreed. Hence defining our highest level of maturity as ‘Embedded’…
Steve
From: The UK Records Management mailing list
[mailto:[log in to unmask]] On Behalf Of Graham, Sarah
(Records Management)
Sent: 05 November 2009 11:53
To: [log in to unmask]
Subject: Re: What does good records management look like?
I agree entirely with Chris here - good RM tends to be invisible as
it takes care of itself. People really don't realise that what they
are doing when they are setting up filing systems is records management.
The difficulty is changing the culture of those people who are not
of that mindset. To them, good RM seems like a chore and onerous.
However, once it becomes part of your working life and something you just do
(like breathing!!) then they never think about it any more!! So, it
becomes invisible.
From: The UK
Records Management mailing list [mailto:[log in to unmask]] On
Behalf Of Tinsley, Chris
Sent: 05 November 2009 11:38
To: [log in to unmask]
Subject: Re: What does good records management look like?
Good RM looks like nothing because you can't
see it, it's invisible, it's the part of your job that you don't realise you
are doing. The words RM should never be used in polite company.
RM is something you have to do when you are not doing RM, it's a sort of
paradox. I see RM all round my organisation, in filing cabinets, on shelves
etc. In organisations where they do RM I don't see these things I see just neat
and tidy work spaces.
Chris Tinsley MSc
Wiltshire Council
Records, Information, Knowledge
-----Original Message-----
From: The UK Records Management mailing list [mailto:[log in to unmask]]
On Behalf Of Lawrence Serewicz
Sent: 04 November 2009 15:39
To: [log in to unmask]
Subject: What does good records management look like?
Dear All,
I have been away from the list for some time, (Jan 2008) but I thought I would
jump back in as my role has changed.
This may be a Friday question, but what does good or successful records
management look like? I know we can describe bad records management, from
the total absence of RM structures and process to simply not being able to
locate and extract records.
What, though, is the opposite? How do we know when we have good records
management? Is this a metaphysical state where the overall culture of an
organisation is able to deal with requests for information well and able to
support the performance management framework? I know there are arguments
for "business cases" but to my mind that simply reduces RM to an
economic question.
I realize that compliance with ISO 15489 can be considered "good records
managment" but is it simply compliance or something more? When we
talk about good RM or successful RM, what is it?
Perhaps the deeper question is what is the relationship between RM and the day
to day work of most staff? In one sense, RM as a cultural phenomenon,
rather than a "business case", is one where all staff recognise their
role and responsibility towards information they create, handle, and store as
well as the records that may be created as a result.
Good RM would then be part of a good corporate culture whereby people are
operating with a wider awareness of their RM/DPA/FOI/EIR roles and
responsibilities as fits their post. RM is seen as something they
do as part of
their own work rather than somethign that is done to them or by someone else on
their behalf. However, if this is the case (very much open to debate and
discussion) then RM needs to fit more into the corporate culture perhaps
through the performance management framework rather than for what many may
perceive as a specialism hidden away within or around FOI/DPA (access to
information) or archives. I am not suggesting Performance Indicators for
RM as such, which creates its own problems, but understanding how it fits
within the wider corporate culture and the day to day lives of most staff.
The above is a gross simplification designed to develop debate. My concern is
that the more RM is seen as a technical specialism done by someone rather than
seen as part of everyone's existence [not that everyone is an RM but rather
they have to be aware of RM] then the hard it will to make the "business
case" or the cultural case.
My apologies if this has been discussed in the archives. I scanned them but
could not find this type of discussion.
I would be grateful for your views on this topic.
Best,
Lawrence
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