Why People Don't Use Information

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August 22, 2005 (Computerworld) -- Does it seem that the more information you provide, the less it gets used? Why is it that information technology is so good at the technology part and can't seem to get the information part going?
Part of the problem is that we confuse what our systems need in order to work efficiently with what any of us need in order to answer a question. (There's a reason Google has an $80 billion market cap while you're considered a cost center.)
Yes, our systems need structured data to work well. So when we load up a data warehouse for all those questions (that we don't receive), what should we do differently?
Think of the warehouse as a knowledge manifold. This is a structured information architecture supporting strategies for focusing on items or ignoring them. Like in the Google model, this is one vast pool of information that seems to shift its shape depending on what's asked of it.
Unlike Google's, our manifold can certify its contents -- nothing is in it that can't be traced back to a trusted source. In other words, it can contain information that interprets other information.
To help users deal with their questions, the manifold is composed from three different roles, some of which might be in IT and some in other areas, such as finance or plant scheduling.

• The cartographer adds information that puts other information in context. One example might be a historical exchange-rate table that lets users interpret older financial results from different divisions. Cartographers also create "big picture" maps. (All these items make up what you need to know to understand the flow through this plant.)


• The librarian fills the maps, identifying what is certified (comes from internal sources), what is uncertified (is added from outside sources) and what is missing.


• The composer creates new interpretations, typically as a result of doing more work to augment the information.

There are also four roles that are fulfilled to support questioning. Again, these are scattered throughout the organization, not just in IT:

• A coach helps users by encouraging them to ask questions. Typically, this is a role carried out by managers -- but managers in turn need to learn how to use those requests to develop their staff.


• Knowledge preachers need to provide live answers on demand when the warehouse isn't enough. (These are the "experts" who can be called upon when needed.)


• A plumber keeps preachers from being inundated with requests from people who are unwilling to use the tools provided. (This is a great growth role for a help desk person.)


• Finally, managers and significant peers act as mentors to help motivate more questioning.

Let's be clear: These are not usually jobs, but rather ways of looking at issues. One person may fulfill all of these roles in the course of his workweek. A person can be a preacher in his area of competence and need a preacher when he's outside his normal work competence.
Some of you by now might be saying, "This is knowledge management or learning theory; how does it apply to data warehouses and getting people to make more use of them?" If we're to fulfill our information destiny and not just our technology destiny, we're going to have to start thinking about the questioner, not just the tools to generate an answer. Get this right, and justifying the next warehouse investment will be a snap.
Bruce A. Stewart is a former CEO and onetime senior vice president and director of executive services at Meta Group Inc. He is now an executive adviser in Vancouver, British Columbia. He can be contacted at bruce@bastewart.com.

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