Interactive implementation: Promoting acceptance of expert systems

Abstract

Successful implementation depends both on a computer system's characteristics and on the process by which the system is integrated into the user's work routine. The importance of organizational involvement in expert systems development has been relatively neglected in previous studies. Moreover, relatively few expert systems progress past the prototype stage and still fewer are accepted by the users they are designed to assist. This article examines how and why an expert system is implemented and accepted by a public works agency. It analyzes the process and the results of an in-depth case study of an expert system for water supply system operations. The focus in this study differs from much previous work on computer implementation: instead of examining just the process of technology development, thus study analyzes the critical interactions between the system developer, the technology, and the organization's members. A key finding is that the systems developer can engage in a process of “interactive implementation” to develop the expert system with the organization rather than merely for the organization. This process can catalyze organizational support, reduce barriers, and shape a system that suits user and organizational needs, which ultimately can improve acceptance.