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• W4247311943 abstract "Current wisdom claims that the world is much smaller now; that may well be an understatement. If we witness how rapidly news appears from anywhere in the world, it becomes clear that the time element in which our leaders are expected to respond does not allow for thoughtful responses. Instantaneous information becomes instantaneous overload. Leadership by its very nature mandates responsiveness. How good could a leader possibly be if not responsive to their stakeholders in a time-sensitive period? Besides, one often gets immediate gratification from completing an awaiting response and getting it off their “to do” list. At the same time, I have noted that not responding one way or another can be a method of avoiding making any decision; that is, no decision is in fact a decision. Notwithstanding, most leaders tend to feel a strong sense of obligation to communicate in a timely fashion. Communication is essential for a multitude of reasons; informing people about issues, etc., is necessary to move an organization toward goal achievement. This is where the danger lies. Instantaneous information can create a mandate for an instantaneous response. Attempting decisions is difficult with more information than our mind can process due to the rapidity of our technological developments. Although computer information that creates, duplicates, and accesses vast amounts of information appears to be a huge advantage, the reality is the human mind acts like a bottleneck and can use poor decision making when there is no time to analyze and absorb the necessary data. Infogineering has developed some potential solutions to the problem: •Spend less time on information that is nice to know versus what we need to know.•Focus on quality of information, not quantity.•Create better information. Be clear and direct in what you ask people and what you respond to.•Disconnect during the day from interruptions at some time so you can focus on 1 task.1Infoengineering Understanding Information Overload.http://www.infogineering.net/?s=Understanding+information+overloadGoogle Scholar Technology is immensely positive, but the complexity of all of the inputs puts tremendous pressures on executives to act more quickly in more complex settings.2Infoengineering Understanding Information Overload.http://www.infogineering.net/?s=Understanding+information+overloadGoogle Scholar Since we live in an increasingly competitive environment, the pressure to make decisions rapidly increases exponentially. Executives have to narrow the number of factors that impinge upon the decision in the short amount of time available. This requires identifying the most important factors to be considered and perhaps eliminating the less important ones. This is where choosing the right data from the right source is critical—no mean feat! Caught in this ever-evolving dilemma requires some actions. I am including some of my thoughts as to how to potentially manage in these situations. 1.Go into the office early for quiet time to review and rate the information coming in.2.Define which instantaneous information needs a response and/or decision.3.Develop a rating scale similar to those used in capital budget prioritization as an example: a)Immediate action is necessary due to a potential for a life-threatening event (not too likely).b)Necessary to continue operations in the next 24 hours.c)Necessary to be solved in the next week.d)Response and/or action not necessary.4.Don't respond to every e-mail just to be visible or polite (I am really bad at following my advice here).5.Social media networks don't belong in the decision-making process at work unless you know some who can assist with analysis and decision.6.Forget about instant gratification because you were able to cross all incoming information off your mental list with a rapid, but not necessarily thoughtful, response. And when all else fails, rely on your sense of humor!" @default.
• W4247311943 created "2022-05-12" @default.
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• W4247311943 date "2014-08-01" @default.
• W4247311943 modified "2023-09-30" @default.
• W4247311943 title "Instantaneous Information" @default.
• W4247311943 doi "https://doi.org/10.1016/j.mnl.2014.05.014" @default.
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