I was talking to a project manager the other day about our common struggle: information systems management. We argued the various pros and cons of software designed to organize teams and information (’cause we’re nerds). As our conversation progressed over issues of human error and information tagging, I got to thinking about the similarities of maintaining knowledge and maintaining groups.
Group dynamics and information sharing are inextricably linked in a number of ways. On top of that–or maybe because of that–maintaining groups and information systems takes a lot of the same resources and methodology. Here are some links between the two:
Link #1: Group relationships (i.e. ‘cohesion’) effect how information is shared.
Rupert Brown says in Group Processes (2000) that the more tightly bonded group members feel to one another, the more likely they are to share information–whether it’s useful or not. However, tightly cohesive groups tend to be more isolated from the environment so their information can become repetitive or outdated. On the other hand, loosely associated groups tend not to share all information with everyone, but the information they do have tends to be unique and up to date because of the members’ contact with non-group members. Therefore, managing the groups dynamics directly influences the play of information throughout the group.
Side note: On the flip side of the coin, we might be able to say that information directly influences group relationships. If young adult drama-dies have taught me anything, it’s that a rumor can make or break a friendship.
Link #2: More people effect group maintenance. More information effects system maintenance.
Network theory (and common sense) states that the more nodes a network has, the more complex the network is. Just think about how your family’s dynamics changed after your sister married that guy. Adding a node (brother-in-law) to Thanksgiving dinner changed the dynamic of the network (family). Moreover, larger networks with more complex arrangements require more resources in order to maintain them. For information systems, this might mean more people or more time spent on data entry. For groups, it might mean more time and energy spent on group-building activities, managing rumors, or resolving conflict, etc.
Side note: I suspect that the larger and more complex the network, the more inertia it develops which is why very large groups (like governments) take so long to respond to changes in the environment (like a world-wide economic downturn).
Link #3: Information systems management is necessarily human systems management.
Collaboration not only requires that we share information, but that we share information in a way we can all recognize, access, and manipulate. Each team member must be trained in a standardized method for handling group information. We all have to use the same file-naming system, the same date system, the same tags. Furthermore, as we alluded in Link 2: a) the more types of information there is to be handled, the more complex the system for managing it becomes and b) the more people handling the information, the more complex the system for managing it becomes. Information management is directly dependent on group management.
This link seems to be where project managers and emergency managers spend so much of their time. It seems like we’re all struggling to get everyone else to manage information correctly.
Link #4: The person who manages group life also tends to manage information flow.
It’s easier to spot in small, informal groups, but in every group there is a gatekeeper. A gatekeeper is a person who manages access to benefits which they do not own. For instance, access to the boss, a spot on the agenda, or access to illicit information (like rumors or secrets which they may trade for more political capital).
I, personally, like to think of the gatekeeper as someone who manages the group’s Transactive Memory System (TMS) which is a fancy sociological term for knowing who knows what. Usually, the gatekeeper is well connected in the group and–especially if they’ve been there a long time–generally knows who knows what. They are a valuable resource for members as they can direct them to those members with the expertise or connections they need. Gatekeepers control information flow in the group in a very direct way.
Here’s where I go out on a theoretical limb. We’ve experienced often how information gets stymied during a crisis and a lot of research (including my own) is focused around how to open the channels of communication. What if part of the problem of information flow is that the gatekeeper gets overwhelmed by requests literally or figuratively? What if they don’t prioritize information correctly and let something important drop? What if they can’t help the group efficiently because there’s too much noise (i.e. the opposite of data) to process requests for information/expertise?
So the solution might be to decentralize gatekeeping duties across the whole group (or at least more members), but then you run into the increased maintenance cost of more people handling information. Hmm….
There seems to be an intimate association between handling group members and handling information. They take a lot of the same resources and processes and the cost in terms of time and effort of maintaining each seemed to be linked. Each individual may have a limit to how much information they can process at one time, necessitating collaboration with other individuals. But collaboration is inherently more costly as networks increase in complexity. Therefore, managers must cleverly walk the delicate line between too little and too much information, between too few and too many team members.
So if you ever feel like the system should behave better than it is, keep in mind: you’re actually managing two related, yet unique systems. Problem in one might be symptoms of problems in the other.