Information and Know-how as Power

Information and know-how can be a power sourcer. A decision-maker who can identify/specify issues defines and may control

• what is real and what is important.
• the problem - they defin it and its consequences which become "concrete".
• flows of information.

Others become dependent on their ability and dependency relationships are created - the powerful and the powerless.

Knowledge influences perception of situations. Those controlling information and who have technical know-how can

• open and close communication channels.
• summarise information selectively
• act as guardians over secrets (not for the eyes of mere mortals who cannot fully comprehend. Data and methods of analysis require secret codes and decoding by priests).
• Experts and informaticians can shape knowledge to present a view favouring their interests.

Dependency relationships are readily/formally mediated by seeking a second opinion or having a panel of experts. But where e.g. data is confidential or time is critical, corroborative opinion cannot be sought. The dependency relationship is reinforced. If technocrats as political animals, can use the situation to pursue their own agenda.

An organisation's structure in some respects reflects the search for control over information. Corporate databases, query languages and centrally controlled computer enable senior management to drill down to identify the transactions of subordinate staff. Accountants and other information processors monitor (and control) budgets, costs and other resources and their usage. Such experts highlight "the important things ", and communicate conclusions/perspectives to strategic decision-makers and those who are subject to the controls.

The design of computer applications such as sales order processing and budgetary control systems have assumptions and controls built intoto them. Screens, restricted access to data, levels of privilege based on "need-to-know" principles, automatic audit trails of transactions - all reflect limits placed on user discretion. Information system design generqally supports the assumptionsand practices of bureaucratic organisations in structuring the day-to-day activities of organisational members.

Michel Crozier described the behaviour of tobacco factory engineers and their ability to block managerial action. Once conclusion is that if the user/client, being reliant on the information engineer, does not know the query language or does not know how to access the data - then - the technician is quite capable of behaving dysfunctionally. Their control over their domaain. Kit Grindley in his book IT and the Boardroom references many examples of the ivory tower of information services specialists and departments.

These notes have yet to be finished.

From an IT perspective we can consider the changes in power relationships that stem from the following movements

• From mainframe to micros.
• Multi-user databases.
• Distributed vs centralised processing and data.
• Question the following assertion

  The application of technololgy increases the discretion/power of those at the periphery or local levels of the organisation to access data immediately relevant to their work.

  Note: The paradoxes of down-sizing and empowerment - the rhetoric of self-control over IT led entralisation.

  Information system developers may distribute certain activities whilst tightening the screws on centralised surveillance over work performances. Executives in remote parts of the world can monitor the performance levels of airline reservation staff in unsupervised offices, check-out counter staff, telesales staff. The computer log of an individual's every transaction is reportable. What was done, Performance ratios. When, with which customer etc

  ......to be continued....

  Exclusive access to key data even permits money to be made as Eddie Murphy and Dan Ackroyd demonstrated with pork-bellies and orange juice in the film in Trading Places. Insider dealing is the obvious further reference.

  Clever-clogs - analysts - are in at key decisions. The "the Cyberanalyst, Mr Data" become information masters who can guard and block access to crucial knowledge. In the kingdom of the blind - the one-eyed man can promote their expert status. Other organisational members have an interest in breaking such dependency. How do we get rid of the expensive, technies?

  • down-size and outsource. Then we have the problem of service contracts and service level agreements - getting the flexibility we need.
  • declare UDI from the technie departments. Departments nurture their own experts. Roles are duplicated across the organisation as whole. Techies - replicate.

  Possession of knowledge and expertise is a factor in legitimisation processes. The "expert witness's aura and opinion" offer re-assurance and verification to onlookers in decision situations.

  The Minister, "we are awaitng the conclusive findings of our independent expert inquiry, ...... BSE .... and the scientific evidence......"

  ....To be continued.....