Connections: New Ways of Working in the Networked Organization

BOOK REVIEWS SPROULL, LEE AND KIESLER, SARA. Connections: New Ways of Working in the Networked Organization. Cambridge, MA: MIT Press, 1991. 212 p. $19.95. ISBN: 0-26219306-X. L Communications technology and electronic mail systems are in the process of creating a second information revolution, improving not only organizational productivity but quality of life as well. Connections analyzes the impact that electronic mail (e-mail) systems have on people, productivity, and organizational culture. The authors, whose backgrounds are in management and in social and decision sciences respectively, present the results of studies of a number of organizations-universities, corporations, hospitals-that have used electronic communications networks for over a decade. Sproull and Kiesler begin by situating electronic networks in the context of other innovative technologies that have improved organizational and human communication in the past, such as the locomotive, the typewriter, and the telephone. Like these technologies, electronic communications yields both more efficient communication and a number of secondary social changes in the workplace and in the home. In addition, e-mail changes the ways that organizational influence is defined and the way that information is controlled. The most-cited organizational effect of e-mail is improved efficiency and productivity. Electronic message transmission reduces worker dependence on interoffice or surface mail (now known as "s-mail" or "snail mail"). It also reduces dependency on the telephone. Both s-mail and the telephone have inherent delays associated with their use that are avoided in e-mail environments. In electronic mail systems, information can be distributed in a 240 one-to-one fashion, or it can be "broadcast," using a feature that allows a message to be distributed to multiple recipients. Broadcasting messages is both easier and cheaper than distributing the same information by mass paper memos, in meetings, or by using telephone calling trees. The broadcast feature also creates the possibility of electronic meetings and work groups. The effort required to coordinate groups for scheduling, task assignments, and reporting is streamlined when handled electronically. Work groups themselves can function just as efficiently in distributed locations as they can in a traditional meeting and perhaps more efficiently, because time constraints are removed. Electronic mail systems also change the dynamics of individual and group communications. Interchange is faceless and buffered so that communication may be less inhibited. In addition, electronic meetings permit everyone to contribute, rather than just a vocal few (though the lack of limits on contributions sometimes leads to the phenomenon of "flaming"-a spate of long, opinionated messages-that is found on many academic and public bulletin boards). Electronic communications systems improve the frequency, immediacy, and impact of information exchange. Employee mobilization, the communication of organizational culture, and the dissemination of policies and procedures are accomplished more readily by e-mail. Moreover, the solidification of opinion within an organization proceeds at a quickened pace as well: hot news becomes conventional wisdom more rapidly. Electronic communication is less formal and often more frank and chatty than traditional organizational communication. In fact, Sproull and Kiesler cite studies showing that computer-based communication systems are more likely to elicit truthful responses to surveys. They suggest that electronic communication democratizes organizational communication as well. Communication is no longer the relatively exclusive domain of the established hierarchical structure. "Those who control information derive power and influence over others from their position of control. New communications technology can change the balance of information control in organizations" (p. 104). By placing less emphasis on formality, rank, and seniority in the workplace, e-mail has an impact on the flow and control of information. The chances increase, the authors suggest, that ideas will determine influence, rather than position or personality. Also, opinions expressed electronically may be changed more easily than those formally committed to paper, because less seems to be at stake. The authors are careful not to suggest that electronic communication can replace traditional means and even offer suggestions about when it is more productive to use face-to-face communication and when it is more productive to use e-mail (p. 72). Sproull and Kiesler also present the potential pitfalls of electronic networks, noting that e-mail makes misinformation, gossip, and inappropriate complaints available to a potentially wider group and at a more rapid pace. In some instances, facts may appear to be more transitory and ephemeral when presented electronically rather than in print. "Flaming" may result in indiscrete and inappropriate communication, and the use of e-mail to access recreational bulletin boards may reduce organizational productivity. Most important, information overload is an almost inevitable by-product of an electronic communications system, especially in the early stages of its use before users learn to manage the resource effectively. Bull Med Libr Assoc 81(2) April 1993 Book reviews The chapters entitled "Designing Information Procedures" and "Making Connections" present some of the practical aspects of e-mail. These chapters discuss the need for clear guidelines for developing, implementing, and using electronic communications systems within any large organization. In addition, useful techniques for filtering, archiving, and indexing messages are presented. Sproull and Kiesler's work is a remarkable introduction to the potential opportunities and difficulties presented by electronic communications networks. Wide availability of the Internet, LIFENET, and public bulletin boards and the growing popularity of institutional electronic mail systems makes Connections highly relevant to professional and personal interchange in the field of librarianship. Librarians are organizers, teachers, catalogers, and communicators, and all of these roles can enhance and be enhanced by electronic communications networks. Connections should be required reading. Maureen S. Battistella Princeton Baptist Medical Center Birmingham, Alabama How Libraries Must Comply with the Americans with Disabilities Act (ADA). Edited by Donald D. Foos and Nancy C. Pack. Phoenix: Oryx Press, 1992. 168 p. $29.95. ISBN 0-89774-760-7G. The Americans with Disabilities Act (ADA) of 1990 has created a national mandate to eliminate discrimination against individuals with disabilities [1]. Since the passage of this new law, public entities, including libraries, are wondering how and whether they are in compliance with the ADA [2]. How Libraries Must Comply with the American with Disabilities Act (ADA) Bull Med Libr Assoc 81(2) April 1993 View publication stats is the first book that addresses ADA's implications for libraries and presents a plan for libraries to design an ongoing self-evaluation process to meet the requirements of this law. But does Foos and Pack's book answer the many questions libraries are asking concerning ADA compliance? Sometimes, but not always. The ADA was designed to take into account the differences between the needs of various libraries and individuals with disabilities. "Every decision about ADA compliance must be made on a case-by-case basis, taking into consideration the elements involved in the service or program and the needs of the library patron with a disability" [3]. Thus, Foos and Pack's intent is to provide guidelines to assist each library in understanding its responsibilities under the ADA. In chapter 1, Michael Gunde provides a brief history of the treatment of people with disabilities and the passing of the ADA. Gunde cites useful portions of the ADA that directly affect libraries in the areas of employment, public services, and public accommodations by private entities. Unfortunately, the very nature of federal regulations makes the chapter very difficult to read. It is easy to lose Gunde's explanation of the law among the legal terminology, definitions, and exceptions. Ruth O'Donnell's chapter, "Planning to Implement the ADA in the Library," presents a useful six-step ADA planning model. The six steps are to gather information about the ADA, assign an ADA coordinator, conduct a self-evaluation, develop a plan of action, implement the plan of action, and continue accessible service. Explanations are given for the inclusion of each of the steps (e.g., steps 2 and 3, assigning an ADA coordinator and conducting a self-evaluation, are both required by the ADA). It is important to note that O'Donnell did not intend the sixstep model to be a recipe for libraries to follow once, but rather to be an ongoing self-evaluation process. O'Donnell includes an excellent list of resources on all aspects of the ADA and on providing library service to individuals with disabilities, which will be useful in developing and implementing a plan of action to meet the requirements of the ADA. The appendixes to this chapter are also extremely helpful and include how to get copies of the ADA and its regulations and guidelines, a quick guide to the ADA statutory deadlines, a brief description of the National Library Service for the Blind and Physically Handicapped, and a brief description of other disability legislation prior to the ADA. "The Americans with Disabilities Act: The Legal Implications" is by far the best chapter in the book. Peter Manheimer's background as an attorney is clearly evident. He has transformed and translated the legal terminology of the ADA to help librarians understand its complexities. Concepts such as "reasonable accommodations," "essential functions of the job," ''accommodations and undue hardships," and "undue financial burden" are interpreted and applied to specific situations. To illustrate the concept of "reasonable accommodations," Manheimer uses the example of a deaf employee who would like a telecommunications device for the deaf (TDD) costing $1,500, when a $250 TDD would be adequate for performing the duties of the position. The employer is not obligated to purchase the more expensive model, because the inexpensive model will suffice. Another example is an individual in a wheelchair applying for a secretarial position in which the current secretary occasionally covers for the file clerk. In determining whether a person is capable of performing the essential duties of the position, an em241