Devil's Advocate: Instant messaging under the radar

Should the use of IM, or countless other technologies, depend on corporate policies? What does that kind of imposition say about a company, about bosses and their staff? Martin Brampton wonders…

Corporates are being warned that employees are using instant messaging despite corporate policies or even in the absence of such policies. Some people even think that instant messaging could displace email. Is this really a threat that needs IT managers to rush in?

Certainly, there seems to be some logic to the use of instant messaging given the trends in email usage. Where people insist on email being available at all times and spend much of the day watching out for and replying to email, instant messaging fits the pattern of use better than traditional email.

My real concern, however, is that the talk of corporate policies for instant messaging seems to reinforce the idea that people need detailed instructions on how to lead their working lives. This is all part of the peculiar concept of modernisation that is so prevalent these days.

Use of terms like 'modern' is almost always prejudicial. It is one of the family of words that have the same aura as 'new', which is seen as the most powerfully motivating word for creating a positive image. Something that is modern is plainly implied to be thoroughly desirable. It should not take much thought to realise that not everything new is good and not everything old is bad.

An even more damaging assumption is that most people need to be told what is modern, new and good. People are taken to be naturally ignorant and incapable of figuring out for themselves how to work efficiently. Modernisation is something that is imposed by those that know better.

This is all a natural extension of the idea that only the top people in any organisation take significant decisions. The success of a company is claimed to be a vindication of the outstanding skills of the top executives, while everyone else in a modern company has simply followed the procedures laid down by their leaders. Individual discretion is to be avoided, except for the most senior.

While there is no denying that the leaders of large organisations have to take important decisions that ought to be handled well, it seems equally obvious that effective organisations rely on the initiative and sound judgement of people at every level. In fact, any experienced systems analyst knows very well that to understand the functions of a department, it is no good simply asking managers. Usually, there is someone quite junior who is the only person who truly knows what is going on.

Despite this long established principle, many current events hinge on the belief that decisions are only made at the top. The US invades Iraq, apparently believing that a new system can be simply imposed on a passive population, and is surprised when this approach fails to deliver basic facilities such as electricity. Some politicians suggest that the UK public examination structure can be changed almost overnight, ignoring the huge investment in skills that makes up the teaching and learning system that is the substantive part of education.

None of this implies that everyone can be simply left to do as they please. Healthy organisations have complex systems of peer pressure and established practice that encourage appropriate actions. Skilful leaders can bend such systems in directions that improve the organisation. They can even set policies that may have a bearing on instant messaging.

But we should avoid seeing instant messaging as something that is new and therefore needs detailed legislation. It is worth reviewing existing policies to see whether the technology really raises any new issues. It may be worth looking to see how use of instant messaging could be made easier. Otherwise, why not let people judge for themselves the best ways to complete their work?

** Martin Brampton is a director and founder of Black Sheep Research (www.black-sheep-research.co.uk ), an independent consultancy providing research, writing and speaking services on a wide range of business and technology subjects. Martin was previously a director at Bloor Research, and has worked with IT as a user and analyst for over 20 years. He can be contacted at silicon@black-sheep-research.co.uk.

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