The final quote in the Atlantic article highlights one of the problems –
"These solutions may help high-volume mail users but the risk is they simply move the problem to another level. At the end of the day, a lot of the problems with email come down to user education."
This is all about human nature. We want a quick simple fix to a problem – and even after all the painful experiences of the past, technology is still often seen as that quick fix. We also focus our quick fix on the symptoms rather than the underlying causes let alone the pre-requisites to ensure that we not only resolve that problem but do not introduce new ones or even create opportunities for business improvement and innovation . Instead, when more problems are raised than are solved, instead of taking time to properly review the situation – what were we trying to achieve, what’s worked, what hasn’t, how can we improve – we go down the “blame culture” route. We blame the technology and/or the users - and then … we look for a quick fix and so the cycle continues. There are of course lots of good practice examples that belie this scenario, but what does concern me is that in the current economic climate, with less people being expected to deliver more and being expected to jump through more bureaucratic hoops to do so, the reactive quick fix is tacitly being encouraged and the resultant level of risk being increased.
Specifically answering Lawrence’s question, I have recently seen a growth in organisations using instant messaging as an instant communication tool to aid flexible and mobile working and cut down on internal email traffic and related issues of email storage/management and work distraction. Where is has worked best, clear guidance is provided on how it should be used, including setting zero retention requirements and the accompanying rule that the tool should not be used where the content of the interaction will require to be recorded for future informational or evidential use.
Like Lawrence, I am also interested in other people’s experiences.
Cheers
Heather
Heather Jack
Director
HJBS Ltd
Unlocking the Value of Your Information
07753740109
0141 423 6555
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From: The UK Records Management mailing list [mailto:[log in to unmask]] On Behalf Of Lawrence Serewicz
Sent: 03 December 2011 10:30
To: [log in to unmask]
Subject: Re: The Case For Banning Email at Work - Derek Thompson - Business - The Atlantic
Sounds good but email is wonderfully supportive of a hierarchical system. Instant messenger is democratic and ephemeral.
It may work, but capturing the communications as records will be tricky, but possible.
I wonder if it improves productivity, performance, or decision making. I would be interested in any research on it.
Is anyone on the list already working in this way? What is your experience?
Thanks
Lawrence
Lawrence W. Serewicz
Principal Information Management Officer
Room 4/140
Durham County Council
DH1 5UF
0191-372-8371
From: The UK Records Management mailing list <[log in to unmask]>
To: [log in to unmask] <[log in to unmask]>
Sent: Sat Dec 03 02:45:26 2011
Subject: The Case For Banning Email at Work - Derek Thompson - Business - The Atlantic
The Case For Banning Email at Work - Derek Thompson - Business - The Atlantic
One of Europe's largest technology companies has a new rule for employees. Get off email. Get on instant messenger.
http://bit.ly/w0gSoC
Source: http://www.theatlantic.com/business/archive/2011/12/the-case-for-banning-email-at-work/249252/
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