Information acquisition has become a critical but increasingly complex function in information
management. Information acquisition seeks to balance two opposing demands. On the
one hand, the organization's information needs are wide-ranging, reflecting the breadth
and diversity of its concerns about changes and events in the external environment. On
the other hand, human attention and cognitive capacity is limited so that the organization is
necessarily selective about the messages it examines. The first corollary is therefore that
the range of sources used to monitor the environment should be sufficiently numerous and
varied as to reflect the span and sweep of the organization's interests. While this suggests
that the organization would activate the available human, textual, and online sources;
in order to avoid information saturation, this information variety must be controlled and
managed.
A powerful way of managing information variety is to involve as many persons as possible
in the organization in the gathering of information, effectively creating an organizationwide
information collection network. People, not printed sources or electronic databases, will
always be the most valuable information sources in any organization. People read widely;
communicate frequently with customers, competitors, suppliers; work on a variety of
projects; and accumulate specialized knowledge and experience. Unfortunately, information
acquisition planning typically does not include human sources. This is a serious deficiency.
Human sources are among the most valued by people at all levels of the organization:
human sources filter and summarize information, highlight the most salient elements,
interpret ambiguous aspects, and in general provide richer, more satisfying communication
about an issue. Information acquisition planning should therefore include the creation and
coordination of a distributed network for information collection. Complementing the network
could be a directory or database of experts: both the business and subject experts who work
within the organization, and the external consultants or professional specialists who have
worked with the organization. A well maintained database of internal and external experts
can become a prized information asset of the organization, as people seeking information
use it to connect with the best available expertise. The database may also be used to
locate knowledgeable experts who can assist in evaluating current information resources,
recommending new materials, assigning priorities, and so on.
The selection and use of information sources has to be planned for, and continuously
monitored and evaluated just like any other vital resource of the organization. Furthermore,
incoming information will have to be sampled and filtered according to their potential
significance. Such sampling and filtering is an intellectual activity best performed by humans
-- it requires human judgement based on knowledge of the organization's business as well
as the strengths and limitations of information resources.
Information acquisition has become a critical but increasingly complex function in information
management. Information acquisition seeks to balance two opposing demands. On the
one hand, the organization's information needs are wide-ranging, reflecting the breadth
and diversity of its concerns about changes and events in the external environment. On
the other hand, human attention and cognitive capacity is limited so that the organization is
necessarily selective about the messages it examines. The first corollary is therefore that
the range of sources used to monitor the environment should be sufficiently numerous and
varied as to reflect the span and sweep of the organization's interests. While this suggests
that the organization would activate the available human, textual, and online sources;
in order to avoid information saturation, this information variety must be controlled and
managed.
A powerful way of managing information variety is to involve as many persons as possible
in the organization in the gathering of information, effectively creating an organizationwide
information collection network. People, not printed sources or electronic databases, will
always be the most valuable information sources in any organization. People read widely;
communicate frequently with customers, competitors, suppliers; work on a variety of
projects; and accumulate specialized knowledge and experience. Unfortunately, information
acquisition planning typically does not include human sources. This is a serious deficiency.
Human sources are among the most valued by people at all levels of the organization:
human sources filter and summarize information, highlight the most salient elements,
interpret ambiguous aspects, and in general provide richer, more satisfying communication
about an issue. Information acquisition planning should therefore include the creation and
coordination of a distributed network for information collection. Complementing the network
could be a directory or database of experts: both the business and subject experts who work
within the organization, and the external consultants or professional specialists who have
worked with the organization. A well maintained database of internal and external experts
can become a prized information asset of the organization, as people seeking information
use it to connect with the best available expertise. The database may also be used to
locate knowledgeable experts who can assist in evaluating current information resources,
recommending new materials, assigning priorities, and so on.
The selection and use of information sources has to be planned for, and continuously
monitored and evaluated just like any other vital resource of the organization. Furthermore,
incoming information will have to be sampled and filtered according to their potential
significance. Such sampling and filtering is an intellectual activity best performed by humans
-- it requires human judgement based on knowledge of the organization's business as well
as the strengths and limitations of information resources.
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