1. L545 Systems Analysis & Design Week 7: October 14, 2008

2. SLIS S556 2 Announcements Mid-term evaluation results Qs re Individual Assignment #2? Informed consent?

3. SLIS S556 3 Culture Culture defines expectations, desires, policies, values, and the whole approach people take to their work Cultural context: the mindset that people operate within and that plays a part in everything they do

4. SLIS S556 4 Cultural Context Issues of cultural context  Not concrete  Not technical  Not represented in an artifact  Not written on a wall  Not observable in a single action

5. SLIS S556 5 Cultural Context Issues of cultural context are:  Revealed in the language use  Implied by recurring patterns of behavior, nonverbal communications, and attitudes  Suggested by how people decorate and the posters they put on their walls

6. SLIS S556 6 Influence of Culture: Tone?

7. SLIS S556 7 Influence of Culture: Tone?

8. SLIS S556 8 Influence of Culture: Tone?

9. SLIS S556 9 Influence of Culture Policies  What are the polices people follow?  How are policies recorded?  Are there policy manuals? Are they used? (cf., artifact model)

10. SLIS S556 10 Influence of Culture

11. SLIS S556 11 Influence of Culture Organizational influence  Are there organizations, individuals, or job functions that keep showing up, either as troublesome or helpful?  What are the organizations or job functions that always seem to get in the way?  Listen to how people talk about others

12. SLIS S556 12 Influence of Culture

13. SLIS S556 13 Influence of Culture

14. SLIS S556 14 Influence of Culture

15. SLIS S556 15 Making Culture Tangible Cultural model provides a tangible representation (see p. 113 & 114 in B&H) In a cultural model, we represent:  Influencers (people, organizations, and groups)  Influences  Problems/breakdowns

16. SLIS S556 16 Cultural Model Rules (B&H p. 109-110) Influencers are shown as large bubbles  Bubbles sit on one another, showing how one org forces another to take or not take actions Influences are shown as arrows piercing the bubbles with labels  Label with language representing the experience of the people doing the work Breakdowns with the culture are marked with a lightning bolt

17. SLIS S556 17 Cultural Model Cultural model =\ organization charts Individual managers appear only they are charismatic figures

18. SLIS S556 18 Physical Environment PE:  How people move  How the space supports or hinders communication  Location of the tools people use (hardware, networks, machines) to do work

19. SLIS S556 19 Impact of the Physical Environment Organization of Space  Are there stations?  How do they relate to the work?  Are stations grouped to follow the flow of work?

20. SLIS S556 20 Impact of the Physical Environment Division of Space  Where are the walls?  Do they follow the structure of the work?  Do they interfere with it?  How do people over come the problems?

21. SLIS S556 21 Impact of the Physical Environment Grouping of People  How are people grouped in the spaces? By function or by project?  Does each person have their own separate office area?

22. SLIS S556 22 Impact of the Physical Environment Organization of Workplaces  How are the individual stations, offices, or work areas organized?  What is kept out, ready to hand, and available?

23. SLIS S556 23 Impact of the Physical Environment Movement  When do people move?  What triggers them to leave one place to go to another?  Understanding why the movement happens  help you decide whether it makes more sent to support it better or eliminate it

24. SLIS S556 24 Physical Model A physical model:  a drawing of those aspects of the workplace  Shows how the physical environment affects the work  Is annotated to show how the space is used  Is to show strategies, intents, and cultural values revealed by the space use

25. SLIS S556 25 Physical Model (B&H,p. 117) The places in which work occurs (e.g., room, workstations, offices, hallways) The physical structures that constraints the space (e.g., desks, file cabinets, dividers) The usages and movement within the space that indicate strategies, intents, and cultural values The hardware, software, communication lines, and other tools (e.g., printers, post-its, phone) The artifacts that people use (e.g., to-do lists, piles of stuff, bills, spreadsheets) The layout of the tools, artifacts, furniture, and walls Breakdowns

26. SLIS S556 26 Physical Model Ask Qs:  Do people accept the workplace as it is?  Do they work around it?  Does the work as it is experienced mismatch work?  What do people do about it?

27. SLIS S556 27 Physical Model Physical model =\  a floor plan for the work site  An inventory of the computer room  Show detail unrelated to the project focus

28. SLIS S556 28 Example of Physical Model

29. SLIS S556 29 Example of Physical Model

30. SLIS S556 30 Example of Physical Model

31. SLIS S556 31 Five Work Models Different models reveal different aspects of work Seeing how users work drives design Later on, consolidate individual models

32. SLIS S556 32 Interpretation Session (B&&H Ch 7) Are there notable characteristics of interpretation sessions that you’d like to discuss? Any problems you noticed during the interpretation session?

33. SLIS S556 33 A Rich Picture (Monk & Howard) A rich picture  A graphic representation that identifies primary stakeholders, their interrelationships, and their concerns  A tool to record the work context and to articulate how they should affect the design

34. SLIS S556 34 A Rich Picture (Monk & Howard) Structure  Refers to aspects of the work context that are slow to change Process  Refers to the transformation that occur in the process of the work Concerns  Issues, problems, breakdowns (represented by thought bubbles, & crossed swords icons) Tensions  Tensions between stakeholders should be identified by the “crossed swords” icon

35. SLIS S556 35 A Rich Picture (Monk & Howard) In participatory design  Brainstorming  Storyboarding  Paper-based prototyping In lightweight usability methods  Need to prepare prototypes & scenarios Note: no single technique is capable of capturing full diversity of the work process

36. SLIS S556 36 KM: NY City Taxi Cab Case Study (Skok, 2003) A case study of Rich Picture (p.128) Socialization (tacit-to- tacit) Externaliza- tion (tacit-to explicit) Combination (explicit-to- explicit) Internaliza- tion (explicit- to-tacit)

37. SLIS S556 37 Exercise 1 Create a cultural model from Karen’s perspective

38. SLIS S556 38 Exercise 2 Create a physical model of: 1. SLIS information commons 2. The reference/help desk @ Information Commons 3. The research library circulation/computer clusters area 4. SLIS faculty mailbox room (LI016)