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[1] 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[2] 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 factors 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; out-sourcing, which increases the number of organizations with which a company needs to communicate; and downsizing,[3] 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.
These factors, coupled with an ethos that encourages long working hours, are probably the primary causes of overwork, with the technology being the enabler, rather than the cause.
[[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
- ↑ de Solla Price, D.J. (1963). Little Science, Big Science. New York, NY: Columbia University Press.
- ↑ Wilson, T.D. (2001). Information overload: implications for healthcare services. Health Informatics Journal, 7, 112-117.
- ↑ Jenkins, C.P. (1997). Downsizing or dumbsizing? The restructuring of corporate America. Brigham Young Magazine, 51(1) Available http://magazine.byu.edu/?act=view&a=435 Accessed 24 July, 2008 (Archived by WebCite® at http://www.webcitation.org/5ZY7IqC55)
Thomas D. Wilson 05:07, 24 July 2008 (CDT)