Knowledge that Transforms

The following is adapted from a speech presented to the Brazilian Iron and Steel Institute in Rio de Janeiro on 15 September 1977 by John R. Lanahan, Assistant Comptroller - Systems for the Inland Steel Company. The purpose in publishing this article is to exemplify the philosophy underlying information systems development at Inland Steel Company. Hopefully, this example will motivate MIS people to make systems activity insights available to their users as well as to share practices among interested parties.

Research in the behavioral sciences has generally been finding that managers can be more effective by adapting their leadership style (i.e., the decision- making process) to fit the circumstances surrounding the decision to be made. This describes a model which has been developed by industrial psychologists. This model is designed to be used by managers to help them select the most appropriate decision-making process given a particular set of relevant circumstances. The model consists of a set of five decision-making processes, a set of simple questions managers can use to assess the circumstances surrounding their decision situations, and a procedure to help managers to choose among the alternative decision-making processes. It is proposed that this model can be useful in helping MIS project team leaders improve their teams' decision-making processes. To illustrate its usefulness, the model is applied to several decision problems facing a hypothetical MIS project team leader.

A mathematical model is presented which enables the evaluation of dollar assessments for reliability and maintenance of computer equipment. This cost model should help users to realistically negotiate vendor contracts that assure equipment performance. Alternatively, this framework may help the customer to achieve compensation if performance is not within satisfactory limits.

The rapid growth of international banking in recent years has been accompanied by the growing problem of how to control the flow of vital management information, both customer and financial. The First of Boston's answer to this problem has been to develop, as a vital part of its international distributed processing network, a worldwide corporate MIS called the Total Customer Relationship system (TCR). TCR provides management with easily accessible, comprehensive information on dealings with multi-national corporate customers around the world. This article describes the background and development of TCR, as well as the consolidated reports produced by the system.

There are many theories on how to handle the implementation of data processing techniques. There are many more reasons why system projects do not work. This article stresses the need for giving authority commensurate with the level of responsibility to attain success.

The development of useful and satisfactory computer-based information systems requires a good working relationship between the user and the analyst. However, it appears that this relationship frequently is threatened by ineffective systems work. It is caused by a set of perceptions and assumptions that users and analysts make which lead to dissatisfaction with the analyst. This article explores some of the reasons for failures and shortcomings as well as insights into what can be done to improve the situation.

This article presents some general ideas on how various aspects of the sytems development life cycle might be measured as one means of assessing and controlling the quality of a system. We feel that this is a fruitful area for research with potentially important industrial and research implications. We strongly urge further research and investigation into systems development quality control based on the framework established in this article.

Examples from a case-oriented survey of fifty-six decision support systems are cited to illustrate each of four implementation patterns that were observed in the sample. These four system development patterns are defined in terms of high or low degrees of (1) initiation by the user and (2) participation in the development process. A surprising finding is that systems initiated by users and implemented with their active participation account for less than one fourth of all cases. A qualitative analysis of the cases explains this finding by interpreting the four patterns in terms of six frequently observed system development situations, each of which has its own purpose and dynamics. Categorizing these situations under the headings "built for, " "sold to, " or "forced upon, " key questions and concerns for various stakeholders in system development efforts are cited. A concluding quandary for management involves the choice of a project portfolio that is neither too risky nor too safe.

Solutions to data processing design problems involve using a wide range of sophisticated technical tools. One way of more effectively using these tools is to further develop the human problem solving process by bringing together talented individuals and providing an atmosphere conducive to group interaction. This article investigates some of the psychological background of problem solving and group interaction, and describes a conceptual model to assist in harnessing and directing our latent creative energy.

This article draws together and examines research findings and practical industrial experiences related to computer-based information systems. Its purpose is to identify a set of the most fundamental principles that have emerged in the field to guide development information systems in organizations. It also presents a foundation from which further research efforts can be launched. The characteristics of computer-based information systems are examined as background. Technical and developmental principles are then examined, including such important areas as data management, data independence, and information system structure. Behavioral and organizational principles are discussed next, encompassing resistance to systems, user and management involvement in development activities, and integration of systems into the organization. Finally, the question of "where do we go from here" is raised to point out areas needing continued research and development.