STRAIT to the future

8th Asia-Pacific Specials, Health and Law Librarians Conference

The information triangle.

Peter Smee, Managing Director, Trimagic Software Pty Ltd.
Sue North, Librarian, Sinclair Knight Mertz
Helen Jones, Trimagic Software Pty Ltd

Introduction

In the management, delivery and use of information within organisations today, the participants in this triangle typically include: librarians or information managers, IT managers, and users. It is not a new concept that technology and the increasing need to effectively manage information has radically redefined the roles of library and computing professionals, and the ways in which users seek information. Librarians have traditionally specialised in the collection and organisation of paper-based information for users to access physically, whilst computer professionals have focussed on developing a specialised knowledge of technology issues; for the most part, the two departments have remained insular and 'as a result there is often a duplication of effort and a waste of resources' (Rapple 1997 pp.45-51).

As libraries or information centres have evolved into complex services delivering digital resources to the desktop in addition to conventional printed and microfilm materials, the need for collaboration between all participants in the information triangle has grown. We believe that in the ideal scenario, 'effective information management must begin by thinking about how people use information not with how people use machines' (Davenport 1994 p 119), and that this outcome is dependent upon the ability for all parties in the information triangle to work together with shared goals aligned to the mission of the business.

Why the need for collaboration?

Technology has created a situation where there is increasing overlap in services between IT and library, and as a result, librarians are concerned with becoming obsolete and IT are concerned with encroachment into their territory. (Lippincott 1998 pp 83-86) Over the last decade there has been expanding demand for computing services, and complexities involved in developing and providing access to electronic information. These developments present challenges for changing the culture of information sharing within organisations, training all participants in the information triangle, and monitoring copyright in an environment where there is a high volume of uncontrolled and invalidated data (the internet). Collaboration is an imperative in order to capitalise on the combined intellectual resource and varied perspectives of information professionals, the need to develop new services and methods of information management, scarce human and financial resources, overlapping functions, the interdependence of library and IT staff, and institutional survival in highly competitive environments.

Definition of roles

Information user
Users come in the form of anyone in an organisation that requires information to perform their job and can range from clerical staff through to senior management. Users are generally not computer technology experts, nor are they information experts. They do, however, require the necessary skills to use systems established by the technology and information experts and have a vested interest in making sure that the systems they are using are designed to meet their information needs. Users are typically hoping to obtain their information in a quick and easy manner - a phone call, a simple query in a database. They do not have the time to spend hours 'surfing the net' or trying to work out which search engine is likely to give the best result. Their needs are varied, and as such it is important to maintain a flexible and efficient searching environment to enable the delivery of information that is TIMELY, RELEVANT and ACCURATE.

Thomas Davenport talks about information technology either bedazzling or frightening managers. He points out that few companies implementing major information technology projects undertake projects with any real concern for how the information is to be actually used and of technocrats being 'constantly caught off guard by the 'irrational' behaviour of end users' (Davenport 1994 p 119).

Strengths

1. Has initially had access to a remote online catalogues, plus access, via the library, to electronic bibliographic and full text databases.
2. Currently making increased use of electronic information sources without using the librarian as intermediary.
3. Information is now being accessed from the desktop, rather than by making a visit to the library.
4. Emphasis is moving towards self-service, rather than service via a librarian.
5. Librarian's role is moving towards education, but assistance is still required.

Weaknesses

1. Seeking results, without necessarily knowing where to look or how to phrase a request.
2. Making increasing use of new information technology, but not always understanding the way it works, and what it can deliver.
3. Suffers from information overload.
4. Sources of information are still complex, imperfect and incomplete.

Information Manager
Historically, the 'librarian has been the collector and curator of books, making arrangements for them to be inventoried, stored and used, by means of such devices and mechanisms as catalogues, classification schemes, circulation systems and the like' (Feather p 190).

In the last 20 years custodianship has given way to the primacy of the user, and to an emphasis on access, rather than technical services, freeing the library from the constraints of its own collection and allowing access to a range of information outside it own walls. It's no longer important what is held in your library, rather what resources you have identified and have access to. The Internet is a continuation of the revolution which has been taking place since the advent of online searching in the late 1970s. The difference is that the users are now often accessing it themselves, bypassing the librarian as intermediary.

This role also 'manages' the information content within an organisation using appropriate indexing skills that have an 'organisational' focus. Librarians and other information managers are trained to ensure that their users gain access to reliable information through subjectively 'adding value' to what appears to be a minefield of information. Complex technology is creating opportunities for roles as trainers and educators, to enable users to access information effectively, and to assist them in the retrieval of largely unclassified and unevaluated resources available on the Internet. The ability to create an organisational warehouse designed to deliver information relevant to the goals and mission of the business adds a great deal of value to the organisation. In other words, being proactively involved in the management of knowledge.

However, the information manager cannot work in isolation. Successful interaction is essential with both the information users, to ensure that their needs are understood, and with the technology manager, to ensure that these 'added value' products which meet the users' needs are available throughout the organisation via the most appropriate technology.

Michael Buckland (1992) describes three types of library:

1. The Paper Library: Provides access to the library's physical collection via card catalogues.
2. The Automated Library: Access to databases available via computer networks throughout an organisation or institution, but library materials remain overwhelmingly on paper.
3. The Electronic Library: The development of the internet and intranets has meant that all types of additional information can now be made available in electronic format to both internal and external users, in addition to items which physically reside in the institution's library

However, librarians are 'still required to receive information, organise it, classify it and establish it in user-friendly repositories' (Morrow 1998 p 24), and have the relevant skills and experience in information management to do so.

Strengths

1. Understanding of what the users want - closer to user needs than IT professionals.
2. Able to identify, evaluate and organise electronic and print resources.
3. Able to train users to search and retrieve resources.
4. Service orientation.
5. Experienced in knowledge management.
6. Believe in the value of information sharing and networking.

Weaknesses

1. Lack of significant budget - 'funding is likely to be provided to the extent to which library services are perceived to be effective, relevant, competently managed' (Buckland 1992).
2. Feels threatened by change.
3. Lacks some technical knowledge - updating of skills essential. Need at least a nodding acquaintance with IT jargon.
4. No longer able to operate in isolation.
5. No longer the controller of information.
6. Image problem - seen as a 'keeper or books', using the wrong language such as 'catalogue' and 'index'.
7. Struggling with the users' false perception that the internet can meet all information needs.
8. Lack of familiarity with how users access and use electronic information as opposed to print.
9. Experience difficulties in articulating the value of information services to management - frequently regarded as low priority.

Technology Manager
Also known as EDP, MIS, IT or other acronyms, but basically describes the department responsible for making sure the computing environment has the capacity to move information throughout the organisation. The technology manager can be a librarian's greatest ally, as this person can enable your managed data to be deployed throughout an organisation as efficiently as possible. The technology manager has complementary skills in information technology, including networks, intranets, etc, but is also under the constant pressure of changing technology, with the additional responsibility of large financial investments to oversee and implement. Lack of teamwork between these two players can significantly inhibit or destroy the meeting of user needs.

Librarians and IT managers are well placed to collaborate, as 'the former contributes its specialties of the organisation of information and methods for bringing order out of chaos; the latter offers the potential for providing technologies that can intelligently assist the librarian in performing the craft of librarianship' (Matson 1997).

Strengths

1. Larger departments.
2. Very large budgets.
3. Understanding of technology issues.
4. Theoretically have shared interests with librarians/information managers.
5. Required to think of 'the big picture' in the management of information.
6. Have lobbying power within the organisation.

Weaknesses

1. High visibility.
2. Accountability and pressure to justify inflating budgets.
3. Complexity of tasks and constant change.
4. High and often unrealistic expectations of management.
5. Lack of understanding of users.
6. Under pressure from outsourcing.
7. Less likely to share information.
8. Often dictate the content of intranets, irrespective of their skill in assessing/selecting information of value, which is in line with business mission and goals.

Case studies

Scenario 1 - 'It Sort of Works' - Intranet Development for Large Private Company.

1. Intranet development project initiated by management (users), but technology driven.
2. Technology Manager dominant.
3. Information Manager on the peripheral, consulted informally and belatedly.
4. Large IT budget for the project.
5. Corporate culture a major disadvantage.

Issues:

1. No intranet committee established to direct development and consult end users, thus no clear lines of authority or direction.
2. No strategic planning.
3. Ad hoc decision making.
4. No team established to execute the project and ensure that all needs were satisfied.

Results:

1. Users - unsatisfied with project - does not meet their needs.
2. Information Manager - seen as unresponsive to users needs through lack of involvement
3. Technology Manager under pressure from management (users) to produce results and overcome technical problems, but lacks skills to present information in a way which completely satisfies users needs.

Summary analysis:

1. The Information Manager failed to build strong relationships with the Technology Managers in the early stages of the project and become an integral part of the development team.
2. The Information Manager also failed to realise that informal support from management was not enough, when management did not have a full grasp of the technology issues.
3. The Technology Manager, through not understanding the information needs of the users, placed a low priority on the availability of the information controlled by the Information Manager.

Scenario 2 - 'It Works' - Intranet Development for a Large Private Company

1. Intranet development project initiated by management (users) and Information Manager.
2. Strategic direction of the project and budget were clearly defined at the start of the project with a business plan.
3. CEO and top level support for the project.
4. National coverage.
5. Users and Information Manager dominant. IT consulted where necessary on technology issues. Information Centre eventually hired their own IT expertise when required.
6. Key contact in IT department identified early (due to expertise and communication skills. Geography and position were not relevant).
7. Used existing technology and software.
8. Information Centre's databases an integral part of the Intranet.
9. No attempt to produce a single search application.
10. Rolled out in phases with no major launch.
11. Users determining content.
12. Expectations were kept low.
13. Information Centre staff continually responding to feedback from users and looking for new ideas.

Results:

1. Time frame - three months from initiation to launch of first stage.
2. Positive feedback from users.
3. Maximum result for a minimum expenditure.

Summary analysis:

Scenario 3 - Web-based Client Access Database for a Private Organisation

1. Project initiated by Information Manager to update from a dial-up service to Internet access.
2. Project submitted with budget to management who decided to initiate an independent users survey.
3. The positive results of this survey confirmed the Information Manager's submission that this was what their users required.
4. The project was then supported by the CEO, but not all senior management were supportive.
5. Information Manager ran the project, with the involvement of external hardware and software consultants.
6. Internal IT Manager was not involved, having previously failed to support the dialup project. (Issue of 'non-standard' software which was not known to the IT Manager).
7. CEO pressure to expedite the project, once under way.
8. Conservative corporate culture.
9. Communication between CEO and IM good, despite CEO's lack of knowledge of technology issues.

Results:

1. Successful and speedy implementation of internet based database access for users.
2. Project completed on time and within budget.
3. Librarian now on the organisation's Internet Committee. (The Library project preceded the development of the organisations Internet site).

Summary analysis:

Summary of top-10 elements of successful partnerships in the triangle

Collaboration:

1. Solving problems through participation.
2. Seeking different perspective and considering multiple impacts when we solve problems and create solutions.
3. Team building.

Interdependence:

1. Recognising that each has need of the other's skills and input to produce the optimum results.

Strong leadership:

1. Essential for defining lines of authority and ensuring outcome that satisfies users.

Conservative and manageable phases:

1. Ensuring that the project proceeds with each phase successful before another phase is commenced, thus eliminating frustration and unrealised expectations on the part of the users.

Embrace change:

1. Change management is normally initiated from the top down and information professionals need to understand and accept the information strategy within the organisation. These changes tend to move individuals from stereotypes and paradigms into key contributors to the organisation's goals.

Look for opportunities not threats:

1. To consider a project or initiative as a threat will have a negative impact on the satisfaction enjoyed by information professionals. However, if the perception of a 'threat' is altered, and considered as an opportunity to achieve development at a personal and professional level, then satisfaction from the changing role will be forthcoming.

Build relationships:

1. Interpersonal relationships are important within any team or organisation and the ability to interact with respect and understanding will ensure a highly productive and motivated group.

Shared goals:

1. Each member of the triangle must have synergy in their goals to achieve a shared objective. Once these objectives or goals are clearly defined the members of the triangle can refer to these goals and objectives whenever confusion or misunderstanding occurs.

Effective communication:

1. 'Effective and ethical communication are key ingredients of any communication encounter. These include: exploring/discussing the interests of each party; exercising effective listening skills; understanding personalities, cultures, backgrounds, values and beliefs; establishing an agreed upon agenda; setting ground rules; and asking/answering pertinent questions' (Ratzan 1993 pp 7-10).

Imagination and creativity:

1. Be creative and use your imagination as to what can be achieved. Remember that if you have ten ideas and only one is accepted, it is much better than having no ideas at all. You may also find that for each creator you will find five critics. Creators and imaginative people are what help an organisation to grow and great satisfaction can be achieved when you see your idea come to fruition.

Conclusion

'The information triangle' identifies the key personnel within information management. By respecting the skills and abilities of the different roles, and building relationships through understanding, there are greater chances for maximising the effective management and use of information within the organisation.

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