Cloud Computing – Social Risks and Issues

“Society exists only as a mental concept; in the real world there are only individuals.” – Oscar Wilde

As we emerge from the industrial age, we are amazed by what we see as the information age. Immediate access to information has become paramount to the knowledge worker and consumer alike. The impact which the Internet/Intranet  and all its social manifestations and affectations are having on the working environment cannot be overstated.

The effect that the Internet has on the populous is only too evident. Perhaps the web of neural connectivity is one of the reasons the phrase ‘networking’ is used in business to mean communicating with one another.  The sheer breadth of information which the ‘net’ encompasses makes it a phenomenal information source for the user and this information is an appropriate tool at any level, provided the user has the technology and ability to utilise it.

However, all too often it is the very knowledge that is not readily accessible or deliberately withheld that is the most useful.  A minimum level of system understanding is required to navigate any network, which automatically excludes non computer literate individuals.  Access to valuable information is also restricted by financial and political barriers, preventing those who have not paid the required fee or who have the necessary influence, from obtaining the crucial information needed to make a value judgement and subsequent decision or purchase.

Political restraints are held within organisations as an expression of power. Resistance to the use of the Internet and Intranet can stem from this power broking.  If correct training and sufficient access to information has taken place, the able user has by result, access to a vast array of alternative and perhaps conflicting information with which they can extrapolate and interact. Only then can achievement be gained from access to valid information.

The use of the Internet and Intranet for Cloud based interactivity is inevitable for those who wish to maintain or gain a foothold in their marketplace, whether it be local, national or global. The flow of interchangeable information via the Internet is still increasing and will offer those who are amongst the first to use this information effectively an unprecedented lead over their competitors, provided they have trained their staff to use the system effectively and enthusiastically. The impact of the World Wide Web network on the method of communication within an organisation has in the past depended greatly upon the company using the system.

As the emphasis is placed on an ‘information’ workforce, they become increasingly computer literate and need access to external (qualified) information sources.  As the use of global networks, particularly social media and workgroups rise, companies are able to put together people from different areas of excellence and expertise and obtain a more complete picture of the dynamics of their company as well as to drive it purposefully in near-real time.

The pace of commerce will increase as contact between customer and supplier becomes instantaneous.  With the Cloud, established customers can view products proffered on the screen, in sound, colour and action as never before.  The conversion from ‘Snail’ to E-mail has become the norm, online work teams and customer interaction is only a matter of time and acceptance too.

E-mail for Change

One of the most significant things to have come out of the use of Internet and Intranet is the upsurge of electronic mail and the abandonment of letter mail in preference to it.  Many companies now use e-mail as a primary method of communication.  This carries across cultures successfully meaning a thought can occur in New York, be conveyed and communicated to a thousand people in Japan and acted upon in only a matter of minutes, far faster than older traditional methods such as telephone and fax. Cloud is a next step in the chain of change.

Traditionalism is the enemy of change.  People cling to tried and tested methods unless they can see a big pay-off as a result.  Workers will only change either because it cuts short a hopeless situation or enormously improves an adequate one. For progress to be made, change is inevitable.  The most common problem encountered with the introduction of any new technology is the natural resistance to change, this always needs to be carefully circumnavigated to avoid direct confrontation. Resistance to change is built into human nature, to overcome it is a major factor in the development of business.

Workers like to be ‘secure’ and ‘safe’. The introduction of Cloud computing makes change in working practice inevitable.  The solution is to make these changes quickly and expediently.  Many organisations’ IT departments still have lock-down on external Internet connection, in fear that the workers will abuse it and do not work – or use illegal sites online.  The firewall is a double edged sword. You cannot peer over the wall to see the Cloud, so your vision is obscured. Cloud facilities such as social media and virtual worlds are usually curtailed for all but the Marketing Department.

It is fortunate that most individuals are initially keen to try out this well hyped method of communication, because it is both revolutionary and evolutionary.  They may only wish to send a photo of the office to a colleague in the United States or urgently need to send a technical alteration for a prototype to the Asian manufacturing department in Hong Kong. Wherever they can, they will mount the firewall.  Curiously this constraint is less tight in smaller organisations.

For users to be able to benefit the organisation through information, ease of use is essential.  It is important that barriers are not created, putting knowledge workers off, making it difficult for them to use the Cloud as an information source and receptacle.  This depends exclusively upon the approach taken with the introduction of the ‘net to the workforce.  As always situation management is essential. Motivation is a crucial element.

A Word On Motivation

Effort and performance              (E-P)
Performance and Rewards        (P-R)
Rewards and Needs                 (R-N)

The model below shows that normally an individual perceives these relationships as on a balance, motivation is the result of a change in the balance of these factors:

If an individual believes that a small amount of effort will result in a large increase in performance, they are likely to be motivated.  Therefore if the effort to change to the Intranet or Internet is perceived to be small and the reward gained from the increase in performance great then their motivation will be good.

Effort must be perceived to be smaller than performance attained to ensure that motivation is good.  When a large level of effort, or change, appears to exceed a small increase in performance then demotivation takes place.  Correct and coherent training can increase motivation.

Training

Training is essential to ensure that correct procedures are followed and adhered to.  Standards to the use of information should be pre-defined to give the knowledge workers security and confidence in their own abilities.  A little time spent at this juncture will prevent a great deal of time wasted later on sorting out the mess.  The larger the access to information, the greater restraint is needed to ensure that information is processed correctly.  The following guide is an appropriate method of establishing training needs and offering guidance to knowledge workers who use the new resource.

To gain confidence and respect for the use of the Cloud amongst workers, the three C’s offer an answer.

• Consult the workers.  Give them information,  ask for their suggestions, and training requirements
• Coerce.  Drive them by accepting their ideas in some way, no matter how small, ensure motivation
• Co-operate – coherence of ideas between peers to achieve agreement to working practice

Training is usually the major intangible requirement and has the main resistance, particularly from senior and middle managers.  The former adopt an attitude that they do not have time to use the Cloud, the latter that they do not need it.  The reality is that training could expose a perceived weakness, identifying an area which they do not completely understand.  Unfortunately, this attitude tends to permeate down the tiers of hierarchy.  If those at the top of the organisation appear to embrace the Cloud, others further down will do so.  This is regardless of the organisational culture and the management style of the corporation.

It is important for those at the top to be amongst the first to understand what it can offer, whether they will have future use of it themselves or not.  A little time spent at a seminar will doubtless save a great deal of time later on and give an appreciation of the expansion of business offered by this technology.  Not to mention the appreciation of importance that will be attached to it by the workforce.

Politics

For many managers and executives today, it is difficult to see the impact that the introduction of a global information infrastructure will make on their business.  Those who do appreciate the dynamics of business will understand that the incorporation of Cloud technologies into their overall business strategy is necessary to ensure corporate survival within the global community.

There is a strong tendency today to control, block or slow down the rapid pace of access to information, countries such as Russia and Eastern Europe are still hungry to gain access to the system and transfer to themselves information that has long been withheld from them.  This situation is mirrored internally within organisations.  Those who have access to information see it as their right to withhold this information from their subordinates.

Whilst technical knowhow is used as a tool by those with privileged knowledge, politics plays a great part in the introduction of any new technology.  Those who are threatened with the greatest change in working practice will be most likely to whip up a fervour of reasons against the introduction of the Cloud. It is they who require assurances to avoid conflict and confrontation.

Organisation

Tier systems in hierarchical organisations are likely to be broken down. Some tiers may disappear completely by natural selection and redundancy of roles.  Consolidation of information will not require manual collation as records held centrally can be accessed by many.  The level of intelligence and autonomy of the operatives will have to be higher if they are able and authorised to make decisions.  Although managers have ultimate responsibility, direct access and interaction of information means that workers will need greater flexibility in decision making.  The role of the supervisor, who traditionally collated information and made decisions regarding circulation of information, changes into an advisory and training position.  When the information is centrally located and disseminated to appropriate recipients, regardless of their location automatically, managers will become the central figure in the control of information circulation.

With Cloud, team building will be a force in the future. As individuals from different departments and countries can be brought together to work across the Intranet.  As cross culture commerce is instigated, the skills of team building and fostering communication within the team will become important.  Team groups will be necessary to ensure that processes are being followed correctly.  Collective ‘care’ in the workplace and a greater deal of inter-changeability in roles will become the norm, thus reducing disempowerment problems arising from supervisory loss of role.  The emphasis on the measure of work quality will move from leadership ability to skills as a team player.

The Cloud as a tool in working practice, is versatile, dynamic and empowering.  The Cloud is a viable option for most organisations.  It offers greater data security from the possibility of industrial espionage and data loss than paper systems.  It also offers instantaneous, easy, and convenient access for internal knowledge workers who need to consult information simultaneously from different locations. One thing to consider is the Cloud ownership – should this be done in-house or outsourced?

Accessibility

The Cloud can be accessed from any point on the globe and beyond, provided the user has the appropriate tool.  This may revolutionise working practice as we know it, changing the way work is viewed.  Schools and colleges in the United Kingdom are getting familiar with Cloud as students look towards self directed study from home – which could be anywhere in the world.  The continuance of this practice into industry means that knowledge centres and work teams can be located disparately anywhere.  Local offices in some companies are becoming a thing of the past, with perhaps only headquarters being in physical existence.  Employees scattered throughout the world can be deployed immediately to the appropriate task using the telecommunication network and Cloud.  The accessibility of the Internet has lead to a current rise in the number of self motivated homeworkers, commonly in knowledge based industries.  Usually based at home, they spend time with their families and work during their most productive hours.  Payment is heavily influenced by results and deadlines rather than physical presence. They are an effective group of workers and may lead the way to Cloud  usage and profound changes in working practice.  They also save themselves the stress of driving to work and the effect it has on our environment.

The Green Factor

The current trend amongst business in the western culture is to be seen to be green.  This is an unavoidable issue when contemplating change and addressing any business issue.  If ever an argument were tailor made to support the use of the Cloud it would be this one.  Use of paper is reduced, lowering cost to the organisation and saving forestation.  With information being centrally located and accessible through the Cloud, wherever one is in the world, transport costs and fossil fuels are not required to transport information between countries and continents.  Culturally, this is a most acceptable form of information processing.

Structures

The speed of response is the most important issue affecting the Cloud.  It is increasingly crucial to business to have an instantaneous response.  Organisation of information in a useable format is vital if the business is to survive. This is true in the use of the Cloud and the internal access structure of the company.   Structures have to be established and access to information has to be given or withheld to those individuals within it.  Power bases are likely to be built on who has access to what information on the system.  If there is too much restriction to information, alienation can be felt by those who perceive that they ought to have privilege to certain information.  This issue is a political one and access to information should be agreed during training and in appraisal situations.

Conclusion

Provided that introductions are handled well by those at CEO and EO levels, the implementation of Cloud computing will prove to be invaluable tools.  It is important to ensure that the system is integrated and embraced by the entire structural fabric of the organisation.  Involvement in the introduction of the system at higher levels should demonstrate the importance of the progression to others lower in the hierarchy and assist to provide them with guidance and motivation.   Training is an issue that cannot be avoided.  One of the most expedient form of which is work based training, where experience of the real system can be gained in situ.

Team building often takes place at the same time and this serves to enforce the working ethos.  Any type of changeover between systems always takes time and problems emerge which will require straightening out.  Internal political issues must be addressed, with access to information agreed rather than dictated.  Informational infrastructures will become apparent, needing to become formally recognised and regularly maintained.  For a relatively tranquil transition, the issues highlighted herein should all ideally be addressed before the implementation of a Cloud solution, although it is never too late.