Dr Richard A MacKinnon: Have you a technological solution in search of a problem?

But while this technology can seem like just the solution we're looking for, are we always clear on the problem we’re trying to solve?

Using evidence

At the Future Work Centre, we help organisations improve the quality of their decisions through evidence-based practice. Simply put, this means knowing what works, in what way and for whom.

Purveyors of new technology can make great claims about the benefits you can realise from their goods and services, but do they stand up to scrutiny? And how sure can you be that those benefits will actually materialise in your work environment?

In other words, what evidence is there that their products will actually work as intended? And remember: marketing collateral and case studies don’t represent good quality evidence – have you ever read a case study where the product failed?

Unintended consequences

For every intended consequence of change in organisations, we can experience a myriad of unintended consequences. Organisations are complex systems – people and processes don’t always respond the way we think they will. The technology may be used in ways other than intended. Think of email and its impact on productivity now!

Similarly, while facilitating some aspects of the organisation (for example, efficiency), a new technology may have a negative impact on employee satisfaction or organisational reputation.

It might seem like a great idea to give all employees pedometers to track their steps and support a healthier lifestyle. But employee responses to this may be varied, including suspicion and fear of the consequences if they don’t walk ‘enough’.

It’s not what you set out to do, but it’s what transpired.

Thinking it through

When it comes to the promise of new technology, we recommend keeping the following in mind:

• Being absolutely clear on the problem being solved. If you’re not clear whether your proposal will have a positive impact on a real and present organisational problem, then what you have is a technological solution in search of a problem. Pause before implementation and get clarity on what you’re trying to solve.
• View your business as an ecosystem. One whose balance can be destroyed by adding ingredients without a more mindful and planned approach. So, consider the unintended – as well as intended – consequences. Think broadly and outside of your familiar silo.
• Start small and conduct pilot studies to gather your own evidence and see just how well the technology lives up to its promises. Only after a thorough evaluation should you press ‘go’ across the organisation.

Becoming an evidence-based practitioner doesn’t stifle innovation, nor does it slow down decision-making. It allows us all to ensure we’re making better decisions and using the best possible evidence to guide organisational change.

This article is written by Dr. Richard A. MacKinnon, chartered psychologist and insight director at the Future Work Centre