HFSD 1 © Copyright De Montfort University 1999 All Rights Reserved ETHICS l Objectives: u to...

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


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


ETHICS

Effective

Technical and

Human

Implementation of

Computer-based

Systems

The acronym implies that systems development is itself (or should be) ethical

HFSD 4


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


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


Technology

(with requirements and constraints)

People Tasks

(with values (which require

and needs) motivation &

competence)

Organisational Environment

(reflecting business objectives)

HFSD 7


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


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!

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Participation

ETHICS is rooted in two concepts: Participation Socio-Technical Theory

HFSD 10


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

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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

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Representative Design groups are formed, with representatives

from various interest groups Appropriate for systems definition stage, agreeing

system boundaries, making broad design decisions

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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

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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


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


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


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


ETHICS - Teamscontinued

Systems analysts/designers become consultants to the Design Group Shift of power Some may resent this change

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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


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


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


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



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

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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

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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

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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


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


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

HFSD 29


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.

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