Effective information delivery systems: what's the secret?

Abstract

This paper takes the view that the design of information systems which both do the job they were designed for and are culturally acceptable is rare, and that the problem does not lie squarely at the door of unreliable technology or bad systems design. The number of methodologies available which are intended to enable us to design and build information systems has grown rapidly over the last decade or so; one of the outcomes of this is a number of highly structured and mechanistic formulae which assume that people know from the outset what information they want, where they want it to go and how they want it to be delivered. This paper argues that this general assumption is false and has resulted in inadequate and inflexible information systems which quickly assume dinosaur status, or which are rejected by users. A common prerequisite of such methodologies is that a problem has been defined (which the eventual system will solve), and that the organisational and cultural context within which the problem exists is agreed and understood. This is of course sometimes the case but it should not be assumed to be generally true. The view is taken here that more effective information systems are designed when some time is spent at the beginning of the analysis exploring the environment in which the system will operate, and account is taken of the possibly different views of this which may be held by people who work within the situation. Additionally, distinctions need to be made between what information is needed and how it will be delivered. This could be viewed as an important distinction between information and communication systems which has to be understood before organisations can make expensive procurement decisions about communications technology and hardware. The outcome of this process would be an analysis of information requirements using models which were closer to agreed views of the situation. It could also of course usefully generate debate about desired changes to current systems and therefore would be more likely to result in the design of information systems which matched organisational strategy and development. Checkland's Soft Systems Methodology is examined as a useful methodology to use in this context. Its fundamental features are described and examples of models are shown to demonstrate how the methodology can facilitate analysis of communication requirements.