1. HFSD 1 © Copyright De Montfort University 1999 All Rights Reserved ETHICS l Objectives: u to explain the ETHICS methodology for Information Systems Development u to discuss some of the problems associated with a participative approach

2. HFSD 2 © Copyright De Montfort University 1999 All Rights Reserved ETHICS l ETHICS is a methodology for participative systems development l The methodology arose out of work begun by Enid Mumford at Manchester Business School in 1969 l Since then, much experience gained through its use both in industry and the health service (see Mumford, 1995 and 1996)

3. HFSD 3 © Copyright De Montfort University 1999 All Rights Reserved ETHICS Effective Technical and Human Implementation of Computer-based Systems l The acronym implies that systems development is itself (or should be) ethical

4. HFSD 4 © Copyright De Montfort University 1999 All Rights Reserved A Changing World l Computer systems design traditionally carried out by technical-rational approach u Humans expected to conform to the demands of the machine l Computer Objective-setting traditionally done by senior management and/or computer technologists

5. HFSD 5 © Copyright De Montfort University 1999 All Rights Reserved A Changing World continued l Other groups need, and increasingly, want to be involved u User groups are no longer ignorant of IT u All tend to have different interests l Hence systems design increasingly means a process of negotiation and reconciliation of different interests

6. HFSD 6 © Copyright De Montfort University 1999 All Rights Reserved Technology (with requirements and constraints) PeopleTasks (with values (which require and needs)motivation & competence) Organisational Environment (reflecting business objectives)

7. HFSD 7 © Copyright De Montfort University 1999 All Rights Reserved Management of Change l Mumford (1995) says there are 3 objectives related to the management of change: u People should be able to influence the design of their own work situations u Set specific job satisfaction objectives as well as technical/operational objectives Human impact of a new computer system is unpredictable if it is not consciously planned for u Ensure that the new technical system is surrounded by a compatible, well-functioning organisational system

8. HFSD 8 © Copyright De Montfort University 1999 All Rights Reserved ICI Case Study l Secretaries at ICI designed their own working system for the use of a new word processing system l The reorganisation of the former ‘typing pool’ enriched jobs and so increased job satisfaction l However - note that there were some criticisms of this as pay was also increased!

9. HFSD 9 © Copyright De Montfort University 1999 All Rights Reserved Participation l ETHICS is rooted in two concepts: u Participation u Socio-Technical Theory

10. HFSD 10 © Copyright De Montfort University 1999 All Rights Reserved The Case for Participation l Ethics: people’s moral right to control their work situation l Expediency: non-participation increases resistance to change l Expert knowledge: use the knowledge of workers on the ground l Motivating force: participation will increase commitment, improve productivity, hence improve system efficiency

11. HFSD 11 © Copyright De Montfort University 1999 All Rights Reserved Participation continued l There are 3 types of participation: l Consultative u Senior management consult with groups lower down the hierarchy u Most appropriate for securing agreement on strategic objectives

12. HFSD 12 © Copyright De Montfort University 1999 All Rights Reserved Participation continued l Representative u Design groups are formed, with representatives from various interest groups u Appropriate for systems definition stage, agreeing system boundaries, making broad design decisions

13. HFSD 13 © Copyright De Montfort University 1999 All Rights Reserved Participation continued l Consensus u User-driven: all staff involved u Appropriate for decisions about work organisation, task structure u Brings conflicts into the open - conflict resolution necessary - hence arrive at a consensus l ETHICS incorporates research on job satisfaction from the Human Relations school of thought

14. HFSD 14 © Copyright De Montfort University 1999 All Rights Reserved Social-Technical Theory ‘A socio-technical approach is one that recognises the interaction of technology and people and produces work systems which are both technically efficient, have social characteristics which lead to high job satisfaction and create high quality products.’ (Mumford, 1995) l Essentially, encapsulates the view that that for a technical system to be effective, it must fit in with the existing social and organisational structures within the work unit

15. HFSD 15 © Copyright De Montfort University 1999 All Rights Reserved Social-Technical Theory continued l There will be some conflict between social (S) and technical (T) systems l Need to prioritise elements of both S and T system solutions, then go through a matching process where compromises will be made

16. HFSD 16 © Copyright De Montfort University 1999 All Rights Reserved ETHICS - Teams l The process of systems design, implementation and evaluation should be carried out by two types of team: l Steering Committee u Sets key objectives and constraints u Includes senior staff of affected departments and other major interest groups

17. HFSD 17 © Copyright De Montfort University 1999 All Rights Reserved ETHICS - Teams continued l Design Group, led by a Facilitator u Responsible for detailed systems design u Includes representatives of the process, function or department where the new computer system is to be introduced l The Facilitator is a key role in the ETHICS methodology u Effectiveness of the methodology is dependent on the Facilitator u Should be somebody objective/neutral

18. HFSD 18 © Copyright De Montfort University 1999 All Rights Reserved ETHICS - Teams continued l Systems analysts/designers become consultants to the Design Group u Shift of power u Some may resent this change

19. HFSD 19 © Copyright De Montfort University 1999 All Rights Reserved Problems With a Participative Approach l Trust u There may be suspicion of management motives in using ETHICS l Election vs selection of Design Group u Mumford believes that representatives must be democratically elected by their colleagues l Conflicts of interest u Consensus approach will quickly highlight these u Key role of Facilitator in managing conflict

20. HFSD 20 © Copyright De Montfort University 1999 All Rights Reserved Problems With a Participative Approach continued l Stress u Design Group representatives consider to work alongside colleagues u Can cause stress, especially during times of conflict l Communication and consultation u Design group members need to have good communication and consultation skills u These skills found to be more difficult to acquire than design skills

21. HFSD 21 © Copyright De Montfort University 1999 All Rights Reserved The 15 Stages of ETHICS 1. Why change? Look at current problems and opportunities; produce a statement of the benefits of change 2.System boundaries 3.Description of existing system Narrative models are produced Imaginative use of techniques ‘Existing system’ includes social systems activity

22. HFSD 22 © Copyright De Montfort University 1999 All Rights Reserved The 15 Stages of ETHICS continued 4. 5. 6. Definition of key objectives and tasks Identify the key objectives for the Design Groups, the tasks required to achieve these objectives and the information needed to carry out the tasks 7.Diagnosis of efficiency needs A statement of performance objectives

23. HFSD 23 © Copyright De Montfort University 1999 All Rights Reserved The 15 Stages of ETHICS continued 8.Diagnosis of job satisfaction needs Carried out by using a specially-designed job satisfaction questionnaire that addresses: u knowledge fit u psychological fit u efficiency fit u task structure fit u ethics fit Identifies where ‘fit’ could be improved

24. HFSD 24 © Copyright De Montfort University 1999 All Rights Reserved The 15 Stages of ETHICS continued 9.Future analysis Identifies both required and desirable changes 10. Specifying and weighting efficiency and job satisfaction need and objectives The socio-technical matching process: conflicts will be aired and priorities set

25. HFSD 25 © Copyright De Montfort University 1999 All Rights Reserved The 15 Stages of ETHICS continued 11. The organisational design of the new system 12. Technical options Carried out in parallel A number of social and technical systems options will be generated; by comparing with outcome of stage 10, a compromise socio-technical system is defined

26. HFSD 26 © Copyright De Montfort University 1999 All Rights Reserved The 15 Stages of ETHICS continued 13. The preparation of a detailed work design Any appropriate systems design techniques can be used 14. Implementation 15. Evaluation Carried out by the Design Groups

27. HFSD 27 © Copyright De Montfort University 1999 All Rights Reserved Differences From Other Methodologies l Methodology driven by people as users of the system l Objectives are explicitly to achieve job satisfaction as well as technical efficiency l Methodology has evolved from organisation theory l It recognises the process of change l Not prescriptive about techniques l Could require high level of resourcing l Can only work in an organisation with the appropriate culture

28. HFSD 28 © Copyright De Montfort University 1999 All Rights Reserved ETHICS in Practice l ETHICS is currently being used in 3 ways: l For the task for which it was originally designed l To assist managers define their information needs prior to introducing a MIS: QUICKethics QUality Information from Considered Knowledge l As a general problem-solving tool

29. HFSD 29 © Copyright De Montfort University 1999 All Rights Reserved References Mumford, Enid. 1995. Effective Requirements Analysis and Systems Design: the ETHICS Method. Macmillan. Mumford, Enid. 1996. Systems Design: Ethical Tools for Ethical Change. Macmillan.