HFSD 1 © Copyright De Montfort University 1999 All Rights Reserved ETHICS Objectives: to explain the ETHICS methodology for Information Systems Development to discuss some of the problems associated with a participative approach
Dec 22, 2015
HFSD 1
© Copyright De Montfort University 1999All Rights Reserved
ETHICS
Objectives: to explain the ETHICS methodology for
Information Systems Development to discuss some of the problems associated with a
participative approach
HFSD 2
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ETHICS
ETHICS is a methodology for participative systems development
The methodology arose out of work begun by Enid Mumford at Manchester Business School in 1969
Since then, much experience gained through its use both in industry and the health service (see Mumford, 1995 and 1996)
HFSD 3
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ETHICS
Effective
Technical and
Human
Implementation of
Computer-based
Systems
The acronym implies that systems development is itself (or should be) ethical
HFSD 4
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A Changing World
Computer systems design traditionally carried out by technical-rational approach Humans expected to conform to the demands of
the machine Computer Objective-setting traditionally done by
senior management and/or computer technologists
HFSD 5
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A Changing Worldcontinued
Other groups need, and increasingly, want to be involved User groups are no longer ignorant of IT All tend to have different interests
Hence systems design increasingly means a process of negotiation and reconciliation of different interests
HFSD 6
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Technology
(with requirements and constraints)
People Tasks
(with values (which require
and needs) motivation &
competence)
Organisational Environment
(reflecting business objectives)
HFSD 7
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Management of Change
Mumford (1995) says there are 3 objectives related to the management of change: People should be able to influence the design of
their own work situations 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
Ensure that the new technical system is surrounded by a compatible, well-functioning organisational system
HFSD 8
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ICI Case Study
Secretaries at ICI designed their own working system for the use of a new word processing system
The reorganisation of the former ‘typing pool’ enriched jobs and so increased job satisfaction
However - note that there were some criticisms of this as pay was also increased!
HFSD 9
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Participation
ETHICS is rooted in two concepts: Participation Socio-Technical Theory
HFSD 10
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The Case for Participation
Ethics: people’s moral right to control their work situation
Expediency: non-participation increases resistance to change
Expert knowledge: use the knowledge of workers on the ground
Motivating force: participation will increase commitment, improve productivity, hence improve system efficiency
HFSD 11
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Participation continued
There are 3 types of participation: Consultative
Senior management consult with groups lower down the hierarchy
Most appropriate for securing agreement on strategic objectives
HFSD 12
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Participation continued
Representative Design groups are formed, with representatives
from various interest groups Appropriate for systems definition stage, agreeing
system boundaries, making broad design decisions
HFSD 13
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Participation continued
Consensus User-driven: all staff involved Appropriate for decisions about work organisation,
task structure Brings conflicts into the open - conflict resolution
necessary - hence arrive at a consensus ETHICS incorporates research on job satisfaction
from the Human Relations school of thought
HFSD 14
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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)
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
HFSD 15
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Social-Technical Theory continued
There will be some conflict between social (S) and technical (T) systems
Need to prioritise elements of both S and T system solutions, then go through a matching process where compromises will be made
HFSD 16
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ETHICS - Teams
The process of systems design, implementation and evaluation should be carried out by two types of team:
Steering Committee Sets key objectives and constraints Includes senior staff of affected departments and
other major interest groups
HFSD 17
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ETHICS - Teamscontinued
Design Group, led by a Facilitator Responsible for detailed systems design Includes representatives of the process, function
or department where the new computer system is to be introduced
The Facilitator is a key role in the ETHICS methodology Effectiveness of the methodology is dependent on
the Facilitator Should be somebody objective/neutral
HFSD 18
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ETHICS - Teamscontinued
Systems analysts/designers become consultants to the Design Group Shift of power Some may resent this change
HFSD 19
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Problems With a Participative Approach
Trust There may be suspicion of management motives
in using ETHICS Election vs selection of Design Group
Mumford believes that representatives must be democratically elected by their colleagues
Conflicts of interest Consensus approach will quickly highlight these Key role of Facilitator in managing conflict
HFSD 20
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Problems With a Participative Approach continued
Stress Design Group representatives consider to work
alongside colleagues Can cause stress, especially during times of
conflict Communication and consultation
Design group members need to have good communication and consultation skills
These skills found to be more difficult to acquire than design skills
HFSD 21
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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
HFSD 22
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The 15 Stages of ETHICScontinued
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
HFSD 23
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The 15 Stages of ETHICScontinued
8. Diagnosis of job satisfaction needs
Carried out by using a specially-designed job satisfaction questionnaire that addresses: knowledge fit psychological fit efficiency fit task structure fit ethics fit
Identifies where ‘fit’ could be improved
HFSD 24
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The 15 Stages of ETHICScontinued
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
HFSD 25
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The 15 Stages of ETHICScontinued
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
HFSD 26
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The 15 Stages of ETHICScontinued
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
HFSD 27
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Differences From Other Methodologies
Methodology driven by people as users of the system Objectives are explicitly to achieve job satisfaction as
well as technical efficiency Methodology has evolved from organisation theory It recognises the process of change Not prescriptive about techniques Could require high level of resourcing Can only work in an organisation with the appropriate
culture
HFSD 28
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ETHICS in Practice
ETHICS is currently being used in 3 ways: For the task for which it was originally designed
To assist managers define their information needs prior to introducing a MIS: QUICKethics
QUality Information from Considered Knowledge
As a general problem-solving tool