“Not only did we fail to imagine what the web would become, we still don’t see it today. We are oblivious to the miracle it has blossomed into. Twenty years after its birth the immense scope of the web is hard to fathom. The total number of web pages including those that are dynamically created upon request, exceeds 60 trillion. That’s almost 10,000 pages per person alive. And this entire cornucopia has been created in less than 8,000 days.” -Kevin Kelly The Inevitable
And it is not just how fast data is being created, it is how much…
According to Northeastern University, we are producing 2.5 Exabytes of data every day, which is equivalent to: 530,000,000 millions songs, 150,000,000 iPhones, 5 million laptops, 250,000 Libraries of Congress, and 90 years of HD video.
To add to that…
Technology Futurist Michel Zappa adds, “Every minute we are bombarded (or at least have access to) 3 days’ worth of information that we didn’t have a minute earlier, which means almost 12 years worth of new content is accessible to us every day”
And the amount of data being produced is growing fast, we are no longer just consumers of information, but creators of that data.
Which provides incredible opportunity and benefits for our modern day learning organizations, as well as overwhelming ramifications and disconnects for the individuals in those same organizations, that we must also acknowledge.
Which means that new ideas such as ‘cognitive load management’ will not only be seen as an important work skill of the future, but a necessary capacity and skill-set required of today’s organizational leaders. Especially when you consider the definition that the Institute for the Future provides for ‘cognitive load management’ as being the “ability to discriminate and filter information for importance, and to understand how to maximize cognitive functioning using a variety of tools and techniques.”
If we are to create greater levels of organizational learning, creativity and innovation, in a time of overwhelming and oversaturated data flows, then ‘cognitive load management’ must be a deep and intentional leadership consideration if we are to create the space and focus for our organizational learning to be focused and effective.
Too often, we have overloaded our individual and organizational circuits beyond capacity, leaving little to no room or energy for new learning to exist and take root.
In any change or shift process, especially when new learning is involved, balancing the ‘cognitive load’ provides people the space and energy to invest in evolving their mental models and expanding their current cognitive limits. Unfortunately, however, when our systems are neither efficient nor effective, when ‘cognitive load management’ is not taken into account, our individual and organizational cognitive capacity is often tied up in unproductive ways that neither support individuals nor the organization.
Awareness and skill-sets such as ‘cognitive load management’ will be just one of the new capacities and capabilities of today’s modern leaders. Especially as we encounter this weighted shift in our modern organizations of moving further away from the technical problems of the past to more and more of the adaptive challenges of an unknown future.
Ideas such as ‘cognitive load management’ will serve as one of the many new adaptive challenges that will face today’s organizational leaders as the rise in information and connectivity expands exponentially across our organizational and societal ecosystems. Especially if we are to ensure that our cognitive and collaborative efforts are not wasted on the misalignments in the system and unnecessary information flows that often inundate our organizations into the ineffectiveness that comes with constant capacity overload.
“A world rich in information streams in multiple formats and from multiple devices brings the issue of cognitive overload to the fore. Organizations and workers will only be able to turn the massive influx of data into an advantage if they can learn to effectively filter and focus on what is important.” -via The Institute For The Future