Archive for February, 2008

Document management and collaboration

James Dellow has neatly summarised a discussion about the relative merits of wikis and document management in law firms. Reading both reminded me that I owe an former co-conspirator my view on document management systems as a tool for collaboration. I hope what follows will suffice.Like most law firms, we have a document management system (DMS). It was adopted some time ago as a replacement for personal network folders. Compared to what it replaced, the principal benefits of the DMS for us are:

  • capture of key pieces of metadata at the point of document creation or storage
  • an effective audit trail and versioning capability
  • ease of search

We are now in the throes of a project to change the way the DMS works so that documents are presented to users in a set of ‘workspaces’ and folders, rather than as a mass of undifferentiated records. (The suppliers call this mode ‘matter-centric’, which is fine for the lawyers, but not especially meaningful for business services people or for work which is not a formal client matter, so we are referring only to electronic workspaces.)The outcome of this work will be to enhance the potential for collaborative document creation and editing. In the old network folder model, a document clearly ‘belonged’ to the person whose filespace it was stored in. Without an effective search mechanism it was often difficult to find documents without guidance from their author, and practically impossible to discover interesting (and useful) information serendipitiously. This changed radically when we first implemented the DMS. As documents were stored in a common space, people were more inclined to work jointly on them. The openness of that space also meant that people could see much more clearly what was going on around them. However, there were still cultural and technical obstacles to deep collaboration.In order to protect the integrity of documents, the DMS locks them while they are being edited. This, naturally, means that they need to be unlocked before being available for editing by anyone else (read-only viewing is still possible). Because of the variety of ways in which people access documents — at the desktop, through a web client, or checked out to a laptop for offline working — it is often the case that documents are unavailable for editing for significant amounts of time. This technical issue leads people to revert to thinking of documents as ‘belonging’ to their first author.As the DMS holds all of our documents, it is essential to be able to apply some form of document-level security. The document creator can restrict access (to view and/or edit) to individuals or groups, but typically our people have come to use this setting in a much less granular way — it boils down to a simple choice between complete openness (document open to all to view and edit) and absolute secrecy (where the document is effectively invisible to everyone else). The middle setting — read-only for everyone but the author — is also used widely by people who have discovered that the way the DMS locks documents when they are opened can lead to them being locked out of their own documents. As a result, although the default system setting is for openness, many people have chosen more restrictive settings that limit the information capacity and collaboration potential of the DMS.For these reasons, at least, I am not convinced that a formal DMS facilitates collaboration particularly well. For law firms, the features offered by a DMS to protect business-critical documents are likely to be more important than full-blown collaboration. However, there are other documents where a more informal sharing of responsibility is appropriate.In an environment where the robustness and wizardry of a full-blown DMS is less important than facilitating collaboration, such as for academic writing, I think a wiki probably suffices. My experience of collaboration in an academic context is limited to co-authoring with just one other person at a time. However, even this small-scale sharing of responsibility is different in nature to the collaboration I see in a law firm. I imagine that scientific papers with six or seven authors will be different again. In academic collaboration, the audit trail tracking who has read and printed a document is less significant than a record capturing each and every edit, whether minor or not. I would have welcomed being able to use a wiki page to facilitate my co-authoring activities, in preference to Microsoft Word. I am not sure what value a DMS would bring to academic collaborations that a wiki could not offer. Culturally, and technically, the wiki appears to be better suited to the flexibility of academic relationships.Effectively, I think the reason why this might be is that the object of a DMS is different from a wiki. As its name suggests, the DMS is all about documents (which are containers for content). I think a wiki is less about manipulating documents, and more about the content itself (and, in part, the human and information relationships expressed by that content).

CSR, and in memoriam

Today is the fourth anniversary of the premature death of my former academic colleague John Parkinson. I still miss him, as I am sure do many others. He once kindly gave me a copy of J.B. Priestley’s English Journey (now out of print, apparently), which I cannot now read without a multiple sense of loss — nostalgia, grief and regret.

It is hardly a fitting tribute to the author of Corporate Power and Responsibility, but when writing a guest blog entry on our CSR blog last week I had John in mind. It was only after finishing work for the day — on my walk back to the station — that I realised his anniversary was so close.

Requiescat in pace.

Can’t Buy Me Culture

According to Jordan Furlong, “Money Talks“. He describes the adoption of a wiki by a North Carolina law firm, which is rewarding contributions by its staff with the incentive of a $1000 prize for the best contribution. Jordan reasons thus:

Law firms ask a lot of their employees, mostly with regard to cramming a whole lot of work into comparatively few hours. The lawyers, in particular, are directly motivated by the compensation and advancement systems built into the billable hour regime, and they place billable activity in extreme priority to everything else, including marketing, business development, practice management, pro bono work and, most importantly, their own personal time. So if firms want their lawyers to do things other than bill time, they need to design a reward system that can compete on those grounds.    

I think this misunderstands of the impact of so-called “Web 2.0″ tools on knowledge management.

As far as I can tell, the history of KM in law firms is littered with efforts to create or promote a knowledge sharing culture through incentives. Ultimately, people will only consistently use a system if it does something for them, and fits with their way of working. For example, most lawyers now expect to use e-mail for all the work that they do. The success of the BlackBerry was not driven by payment of prizes — it was its own incentive. I think if someone is cynical enough to require a cash payment to do something, they are probably able to calculate whether that incentive is actually (a) a true reflection of the value the firm places on that action and (b) sufficient to make them change their behaviour. Those who would have shared their knowledge anyway do not need an incentive, and those who are reward-driven are likely to decide that the incentive is not sufficient (or at least insufficient when other activities intervene).

A reward-driven KM system will always give an incomplete view of a firm’s knowledge because the answer to the question “what’s in it for me?” will be “not enough” for too many of your potentially good contributors. Tools like blogs, wikis and enterprise social bookmarking allow people to share what they are doing without realising that they are doing so, so long as these applications are being used (like e-mail is) to improve people’s daily activities.

Doug Cornelius understands this:

Knowledge management solutions will work better if they are focused on improving the normal workflow and better capturing that information. The user is more likely to use a new tool if it is easy to use and provides more functionality than what they currently use. As Dion Hincliffe pointed out, the new tool needs to be many times more useful than the current tool for people to use the new tool.

If the wiki is more useful than any current tool, then it will be used without an incentive. If it is not, then no incentive will make it so — even if it does come cheap, it is still a poor investment. 

Projects, choice and satisfaction

Patrick Lambe points to an article in the Des Moines Register reporting on research done at the University of Iowa.

The team’s paper, “The Blissful Ignorance Effect,” shows that people who have only a little information about a product are happier with their purchases than people who have more information, the U of I reported. The paper will be published in an issue of the Journal of Consumer Research.

“We found that once people commit to buying or consuming something, there’s a kind of wishful thinking that happens and they want to like what they’ve bought,” Nayakankuppam said in a prepared statement. “The less you know about a product, the easier it is to engage in wishful thinking. The more information you have, the harder it is to kid yourself.”

This is not a surprising conclusion to anyone who has read Barry Schwartz’s book, The Paradox of Choice, or seen the video of his presentation at TED in 2005.

Psychologist Barry Schwartz takes aim at a central belief of western societies: that freedom of choice leads to personal happiness. In Schwartz’s estimation, all that choice is making us miserable. We set unreasonably high expectations, question our choices before we even make them, and blame our failures entirely on ourselves. His relatable examples, from consumer products (jeans, TVs, salad dressings) to lifestyle choices (where to live, what job to take, whom and when to marry), underscore this central point: Too many choices undermine happiness.

There is a resonance in this for me. When we do projects, we spend a long time ruminating over a massive range of choices: which supplier should we go with; whose solution fits our needs better; how should we customise the system; how can we meet the (conflicting) expectations of people in the firm; and so on. The issues identified by Schwartz and by the Iowa researchers are magnified when we have to make choices on behalf of the firm. We, making choices, are less likely to be happy that we have done the right thing in the end than if we were choosing a solution just for ourselves. People in the firm, for whom the choice is made, are much more likely to challenge the result than if they had been involved or had been choosing for themselves.

In understanding our psychology better, Schwartz offers us a hope of satisfaction. If we recognise that too many choices undermine our happiness, we may become happier with our selection: we would have been as unhappy with any other choice that we might have made. Likewise, in managing projects, we can be more resolute in the decisions that we make by recognising that any choice will make some people unhappy, and that the least happiness will result from trying to please everyone.

The only challenge after that is to persuade people that the outcome is for the best, in the best of all possible worlds.


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