Managing information

By Eugenio, on August 3rd, 2009

Men and engines - minds and hearts

How many times we are stuck in a unique situation? It happens when, probably due to lack of energy, we cannot see the whole scenario. For example, we are trying to push a door, just because, the sign “push” has not entered in our visual field.

In other situations, our eyes are wandering in the big forest, just to stumble into an insidious root.

The “common denominator” in these situations, is the incapacity to draw from our experience and knowledge.

Connecting points

Piero Della Francesca invented the perspective. Hausmann used it to re-invent Paris.

In both cases, some details were skillfully used for creating magic views. Lines were created for bringing our sights over their natural limits with no efforts. Our minds (with the help of some math) make all the work of giving all wanted depths to a flat image.From lines, emotions are built, bringing new energy in.

Strong visions need clear lines

Like the case of perspective, rules are extremely useful for understanding and mastering reality through the correct dosage of details.

My idea of using fractals for creating a graphic reference to all documents contains risks.

These are the weaknesses that my students, and I found (any comments will be welcome):

The information structure shall be built for the specific target. The concept “one size fits for all” brings the risk of lack of adherence to the targeted audience. These unwanted rooms can be filled with “personalized” solutions that shall be harmonized.
Too many details are blurring the sign (logo?) and invalidate its power.

Visions and strategies

Organizations need concepts for building their system dedicated to convey “energized” information from the bridge to the engine room. In this voyage, information shall be transformed without losing the energy that gives significance the order.

People in the engine rooms need messages that have (at least) these properties:

Clear
Actionable
Measurable
(and a lot more)

However, the orders shall be involving. While it is direct to the head, it must arrive at the heart and guts.

This can be achieved shipping strategies with visions. Visions are an ensemble of information that clearly describes what the target is, then how the organization has decided to pursue it. Therefore, information has to be shaped and sharpened to hit the specific target.

During the trip from the bridge to the engine room (and galley as well), details will be substituted, viewpoints narrowed. All processes will save the truth, make it real for the audience.

Chain of command and its limits

Army honed the system for transmitting orders. In essence, the information is made actionable by the direct report. In this case, the energy is delivered by the strong bind formed by the long acquaintance between the Non-Commissioned-Officer and the private. In the same time, the social “height difference” between who decides and who acts, increases the energy level of the information.

This model based on a clear established hierarchy has been received all sort of critics. In my opinion, the weakest point is about the lack of feed-backs. Countless tragedies were caused by decisions taken without a proper and updated knowledge of the situation.

In the same time, poor decision-making (often clogged by confused information) created disasters.

Reality is made by details. However, it is understood in its scenario.

The perspective law shall be used for understanding the order, they are placed to form the depth that gives life to a flat image.

From a management viewpoint, it is fundamental to observe how the information flows among any level of stakeholders. Not all orders (e.g. green flags for releasing details) are made actionable; sometimes politics suggests issuing orders that are destined only to the notice board.

Conclusion

Either you are on the bridge, in the galley or in the engine room. It is the same ship. Outside there is the sea.

A PM's workshop