Released by: The Edge
Date: 24 September 2007
Computers and communication technologies have played a major role in our daily lives since their inception in the late 1930s. The first generation of computers was developed to process large amounts of transactional information or data processing. Later, the introduction of large central processing unit (CPU) computers or "black boxes" and mini-computers, resulted in computers being used widely in
regional offices and branches of companies.
Management structure was also decentralised as local computing and electronic data processing allowed many companies and their managers to be self-reliant and more responsive to local changing needs. The advent of personal computers and the Internet has revolutionised the way business is being conducted and managed. It has resulted in unique business models and the explosion of knowledge-ware. The
evolution of computing which started with data processing has now morphed into powerful systems and enablers for decision support, knowledge acquisition and management.
Today, information and communication technology (ICT) has made connectivity seamless and the dissemination of information very much quicker. The development of application software programmes and various applications or enablers for personal and corporate knowledge management has changed the ways managers behave and manage. Some application programmes like Microsoft Office and SAP's Enterprise
Resource Planning (ERP) or Seibel's Customer Relationship Management (CRM) systems have also changed the ways that businesses are being organised, run and managed. Apple's Macs have dominated the design and publishing industry and pushed them to greater heights with their cutting-edge digital technology and proprietary publishing software.
A mobile phone has evolved into a highly sophisticated device which can take pictures, record videos, download data and transmit them via wireless means. And now, the Blackberry, GPRS, 3G, HSDPA and the 4G rollout allow managers 24/7 connectivity and quick decision-making. But at what price? All these developments have made us addicted to speed and become more impatient. We get quick messages and
the expectation is that we need to make quick replies. This may often cause us to make uninformed and impulsive decisions and prematurely react to urgent request for responses.
Silent communication
Ultimately, ICT technology has done but one thing, that is, quickened the pace of communication and decision-making. In this rapidly evolving world, we encounter many instances when all we have time to do is to react, not think and reflect. However, in this new knowledge era, what we are in need of is a competent set of workers who are well informed and have the ability to think, not just react.
Hence, the term "silent communication" would refer to the ability to continuously be connected through SMS technology using mobile phones or through Internet blogging or chatting without sing the human voice. In silent communication, we can be what we are not. Therefore, there is a need to be vigilant in identifying who we are really communicating to. While this mode of communication provides
continuous silent dialogue, it needs to be managed. Continuous silent dialogue could still result in responses being made based on impulses and emotional reaction. The repercussions for a manager and an organisation that does so can sometimes be quite embarrassing and damaging.
How to manage silent communication
Management Insight No. 1: Learn to use ICT technology well
Learn to use the available technologies well to improve your personal productivity and knowledge management. Be child-like and inquisitive and start to learn more and apply what technology can offer. Better still, get your children to teach you the new technology. They have been able to use ICT better than many of us who have grown up in the technological era.
Management Insight No. 2: Make ICT technology work for, not against, you
A business with the proper technology to power it will outperform its rivals. Make sure that there are adequate support systems in place for emergencies. Discard additional technologies that are of no importance. Knowledge-sharing systems are a great way of disbursing information and empowering people. Continue to update your knowledge and build competency in new and emerging technology to keep
yourself relevant.
Management Insight No. 3: Be clear and reflective
Ensure that communication and dissemination of information is clear, concise and correct.
Be adept at sieving out matters and issues that need to be addressed and discard the trivial, or leave it to the appropriate persons to deal with those issues. Before you send any messages, stop and reflect on how these messages would affect you if you were the recipient. Often, a message that is sent in an emotional state and in haste tends to create or generate more trouble than expected, so
hold back any messages formulated when you are in an emotional state.
Management Insight No. 4: Schedule thinking time
Make a note in your calendar and fix an appointment with yourself to allow for some time to reflect on issues that have surfaced and matters that need to be dealt with. Clear and unhurried thinking will help you make better decisions. Don't be seduced by the content or the outcome (Intellectual Intelligence), be mindful and just watch the process, sensitivity and feelings (Emotional Intelligence)
in any project or task that you manage.
Management Insight No. 5: Use technology as a personal enabler.
The available technology is a powerful enabler. Use it wisely for increasing your own personal effectiveness and learning. Technology can be a powerful enabler or a darn nuisance. There will be accelerating technology innovation and explosion of knowledge, and this will change the ways we change, behave and respond to new situations and challenges. The ability to care is human but having the
capability to care is truly humane. With all the technology and ability, we must always have the capability to discern what is right and wrong, what is good or bad, and what are good practices and bad practices. We should not rationalise our decisions based on the rule of expediency and the ends to justify the means.
Dr Wilson Tay is CEO of the Malaysian Institute of Management, the national management organisation of Malaysia. MIM invites companies and professional managers to be members. Contact MIM Membership Support and Outreach at (603) 2164 5255; fax (603) 2165 4681; e-mail: enquiries@mim.org.my or visit www.mim.org.my.
