Information overload

Introduction

Information overload is assumed to have increased significantly in organizations as a result of the computer revolution from the mid-twentieth century onwards. The situation is thought to have been exacerbated by the expansion of the Internet from academia into the business world, by the development of the World Wide Web and, even more recently, by the explosive expansion of mobile (or cellular) telephony.

However, information overload is nothing new: the potential for overload has existed ever since information became an important input to any human activity. For example, once the scientific disciplines began to clearly emerge in the 17th to 19th centuries, it gradually became impossible for anyone to keep abreast of all of the work in what had been called 'natural philosophy'. Today, in some fields, the degree of specialisation is so high that, even within the same discipline, people are unable to keep abreast of all sub-areas and, in fact, may be completely unable to understand some of them.

Throughout the 20th century, the explosion of information outputs in the form of journal papers, patents, books, 'grey' literature, and so forth continued and that explosion gained even more force in the period immediately following the Second World War. Arguably, it was the release of formerly secret information from both Germany and the Allies that resulted in the birth of information science. More than forty years ago Price showed the exponential growth of scientific journals and of abstracting journals, which constitute a small part of the total information to which a person may be exposed.

What has been recognized in science for many years now affects almost every walk of life: virtually all occupations are, to some degree or other, 'information' occupations and the flood of information from diverse sources, through diverse channels, affects anyone who needs specialised information of any kind in order to function effectively in the world.

Definitions

Wilson has provided definitions of information overload as a personal phenomenon, and as an organizational phenomenon: at the personal level, he defines information overload as:

a perception by a person (or observer) that the information associated with work tasks is greater than can be managed effectively, and a perception that such overload creates a degree of stress for which the coping strategies are ineffective;

and, at the organizational level, as:

a situation in which the extent of perceived individual information overload is sufficiently widespread within the organization as to reduce the overall effectiveness of management operations.

Business factord and information overload=

Although information overload is often attributed almost entirely to technological factors but, in fact, the pressures on business are probably equally significant. We can point to globalisation, which increases the volume of communication between different parts of a business; de-regulation of certain industries, which has increased competition and, consequently, the work-loads of employees; and downsizing, which, in spite of being rejected by the management consultant who originally advocated it, is still employed by many businesses as a way of immediately boosting their market value, and which puts increased pressure on the remaining staff.

The Dying for information study (Waddington, 1997) is one of a series from Reuters, which appears to attribute overload to business factors and the technology:

   The amount of information has increased for a number of reasons: there is a general increase in business communication, in-company and with customers and suppliers; trends such as globalisation and deregulation increase competition; companies are downsizing and fewer secretaries are employed to protect people from information; more outsourcing means a wider range of other companies with which it is necessary to communicate. There are also more ways to communicate: by fax, voice mail, e-mail, internet and online conferencing, in addition to the more traditional methods, telephone, meetings, post and telex.

This quotation identifies a number of factors related to information overload:

  1. increased communication
  2. globalisation
  3. de-regulation
  4. downsizing
  5. technology

and the Reuters report also identified some of the effects of overload, specifically:

  1. time is wasted - 38% of managers surveyed reported wasting substantial amounts of time looking for information;
  2. delayed decision-making - 43% of respondents thought that decisions were delayed or adversely affected by the existence of too much information;
  3. distraction - 47% of respondents reported being distracted from their main tasks;
  4. stress - leading to tension with colleagues, loss of job satisfaction, ill-health (reported by 42%), reduced social activity (61%), and tiredness (60%)

References

Thomas D. Wilson 05:07, 24 July 2008 (CDT)