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New Technologies and the Information Manager: Rules For A New Game

1992, Conference Record on Crossing Frontiers.

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zyxwvu zyxwv New Te~hnologiesand the ation Manager: Rules For A New Game JAMES CRUZ (505) 667-4603 ~ n ~ o r m a t Services ~on Division Los Alamos National Laboratory Los Alamos, NM 87545 The impact of new technologies in areas such as online documentation, electronic publishing, and multimedia require information managers to evaluate their roles and relationships between each other. The new technologies have redefined the traditional distinctions between graphic designers, illustrators, editors, writors, videographers, system specialists, etc. How we communicate information to our audiences has also changed with the technology. This redefinition must produce a new understanding of ourselves as information managers in order f o r u s to remain competent in rapidly changing information technologies. We cannot succeed or even survive f o r long anymore without involving ourselves as communicators in creative and cooperative ways through shared values. Values that are best determined by our clients and the audiencef o r which the communication i s aimed at. zyxwvut z A variety of new tools from hardware to software have enhanced communication in all applications of communications. Electronic publishing has taken on such “power” with its multi-tasking and speed that functions or tasks that took days to complete now take minutes. The effect of such a shift in effort has given the communicator freedom. Freedom to add value to the process of the information vehicle without worrying about the process of waiting for galleys, artwork, photographs, and costing or scheduling information. After the vehicle is designed there is little guesswork on the outcome of the assembledpiece.Aproject can come together almost instantly ready for critique, redesign, and approval. Networking of all the players involved with a informational project bridges the gaps between each player. A gap that previously allowed territoriality, indecision, and delay. Now, with the speed and efficiency of shared systems, we can make changes, redesign, and communicate without the cumbersome arrangement of meetings and schedules. The project can be reviewed on-line, by fax, or by phone, tying each one of us together instantaneously. The effectiveness of the communication can be immediately recognized from the beginning of a project and thusly improved earlier in the process. What takes precedent now, which had remained somewhat hidden or obscure before, is an emphasis in the process of communicationthe exchange of ideas, concepts, or feelings with confirmed mutual understanding. The ease of assembling informational devices has made obvious this core of communication. Gone are the veils of delay, expertise, and restriction. The veils of territoriality and competitiveness now lay open for scrutiny and change. The very nature of the technologies and how they work together is an example to the new communicator. All parts of a system are important. Software and hardware compatibility is mandatory for the new technologies to work effectively. The same goes for us. The new methods have brought us together to communicate. Indeed, we could still express and defend territory and traditional barriers within the new technologies, but it would be the end of us. All adient has to do is observe an initial team meeting with the informational professionals arguing and positioning their “own”particular technologies and he will go elsewhere. There are plenty of businesses and services that are changing with the new technologies and successfully working with these tools and each other. These avenues are accessible to everyone, including large corporate and governmentalorganizationswhere the traditional barriers are slow to come down. MB 3.51426 zy As these traditional barriers come tumbling down, the distinctions between communicators and their specializations also dissolve. 0-7803-0788-7/92 $3.00 0 1992 IEEE. This simple fact has caused much conflict to those that still cling to the traditional roles. Tools specific to each informational specialist are now shared. What was before aproject that was passed down the line from one “specialist”to another is now a new communication media that involves everyone from the client to all the coordinators from the start. Information professionals that have been on opposite ends of the spectrum such as computer programmers and graphic designers, are now finding that they are pursuing the same problem and using the same tools to solve these problems. Designing on-line documentation presents the same stumbling blocks within the same tools for a program specialist as it does for a graphics expert. As the process of communication becomes more apparent within the new technologies, so does the next level of constraints become obvious. Time, cost, and quality considerations have always defined the outcome of an informational vehicle. These considerations are more easily kept on track with tracking and project management software. Information about cost and scheduling is readily available to managers as a project proceeds. This allows more effective communication to the team producing the project so that they can better communicate their own constraints with each other with timelines, Gantt charts, and histograms-undisputable evidence tracking information that can be provided as the work proceeds. More time can be spent focusing on the communication and its design rather than “worrying”the project through to completion.The predictability and accessibility of time, cost and quality considerations also makes it easier to more accurately define them. This allows more time for other projects and other communicationteams. The result being a more productive and effective organization. The new technologies have not completely erased the need for specific skill and expertise. On the contrary, the new technologies have heightened the skills of the traditional communicator and have allowed access to other skills. Accessibility allows understanding. Understanding that opens communication between the various members of a project team. The new skills are performed with the awareness of the rest of the project members who in turn bring their own improved skill into the project. You see, designing an informational vehicle has become quite the “holistic” experience. Not only does the audience benefit but so do the players responsible for designingthe project benefit, including even the client. The audience may take on a more important role than just receiving information. Specificallyin the case of interactive multimedia, the audience takes on the role of designer as their response directs the effectiveness of the communication vehicle. With recorded responses the original players can streamline and improve the efficiency of how the information is portrayed and retained. A communication project has become like a growing entity which, under given constraints, matures to completion with all involved from the beginning of conception. The process of communication has entered a new paradigm or model. It is a model that surpasses the sum of each of the participants. Each participant brings their own experience to the communication and that communication becomes more than the exchange of ideas or concepts between each team member. The process has become multi-dimensional in scope and is not the traditional linear approach toward communication. The new technologies that allow people to relate to each other quicker and more effectively have allowed a freedom to occur in the process. Freedom from timely delays between concept and design, freedom from timely conflicts zyx MB 3.51427 between writing and design, freedom from the tiring mechanics of the traditional roles and methods. As communicators this freedom allows us to do what we have been really interested in doing from the beginning-pursuing informational objectives in creative ways and engaging the audience through successful communication and learning. MB 3.51428