Dynamics of Affordances and Implications for Design

Affordance is an important concept in HCI. There are various interpretations of affordances but it has been difficult to use this concept for design purposes. Often the treatment of affordances in the current HCI literature has been as a one-to-one relationship between a user and an artefact. According to our views, affordance is a dynamic, always emerging relationship between a human and his environment. We believe that the social and cultural contexts within which an artefact is situated affect the way in which the artefact is used. Using a Structuration Theory approach, we argue that affordances need also be treated at a much broader level, encompassing social and cultural aspects. We suggest that affordances should be seen at three levels: single user, organizational (or work group) and societal. Focusing on the organizational level affordances, we provide details of several important factors that affect the emergence of affordances

Deferred Action: Theoretical model of process architecture design for emergent business processes

E-Business modelling and ebusiness systems development assumes fixed company resources, structures, and business processes. Empirical and theoretical evidence suggests that company resources and structures are emergent rather than fixed. Planning business activity in emergent contexts requires flexible ebusiness models based on better management theories and models . This paper builds and proposes a theoretical model of ebusiness systems capable of catering for emergent factors that affect business processes. Drawing on development of theories of the ‘action and design’class the Theory of Deferred Action is invoked as the base theory for the theoretical model. A theoretical model of flexible process architecture is presented by identifying its core components and their relationships, and then illustrated with exemplar flexible process architectures capable of responding to emergent factors. Managerial implications of the model are considered and the model’s generic applicability is discussed

Organization of Multi-Agent Systems: An Overview

In complex, open, and heterogeneous environments, agents must be able to reorganize towards the most appropriate organizations to adapt unpredictable environment changes within Multi-Agent Systems (MAS). Types of reorganization can be seen from two different levels. The individual agents level (micro-level) in which an agent changes its behaviors and interactions with other agents to adapt its local environment. And the organizational level (macro-level) in which the whole system changes it structure by adding or removing agents. This chapter is dedicated to overview different aspects of what is called MAS Organization including its motivations, paradigms, models, and techniques adopted for statically or dynamically organizing agents in MAS.Comment: 12 page

Theory of deferred action: Agent-based simulation model for designing complex adaptive systems

Deferred action is the axiom that agents act in emergent organisation to achieve predetermined goals. Enabling deferred action in designed artificial complex adaptive systems like business organisations and IS is problematical. Emergence is an intractable problem for designers because it cannot be predicted. We develop proof-of-concept, conceptual proto-agent model, of emergent organisation and emergent IS to understand better design principles to enable deferred action as a mechanism for coping with emergence in artefacts. We focus on understanding the effect of emergence when designing artificial complex adaptive systems by developing an exploratory proto-agent model and evaluate its suitability for implementation as agent-based simulation

Exploration through drawings in the conceptual stages of product design

This paper argues that sequences of exploratory drawings - constructed by designer's movements and decisions - trace systematic and logical paths from ideas to designs. This argument has three parts. First, sequences of exploratory sketches produced by product designers, against the same task specification, are analyzed in terms of the cognitive categories of reinterpretation, emergence and abstraction. Second, a computational model is outlined for the process of exploration through drawing and third the model is applied to elucidate the logic in the sequences of exploratory sketches examined earlier

A methodology for comparing design processes

Engineering Design Centre, University of Cambridge; Design and Innovation, Open UniversityWe gain insights into design processes by recognising similarities to other processes, often in radically different industries. The crucial determinants of what happens are characteristics shared with some other design processes. But there is no way to draw on comparisons beyond one's own experience. We are developing a programme of comparative design research that aims to map the similarities and differences between design processes, and develop a deeper understanding of how and why design is done differently in different industries, and how effective practices can be transferred between industries. In this paper we outline a methodology for creating analyses of design processes that facilitates both cross-process comparisons and the integration of different analytical perspectives on design. The analyst draws on a catalogue of previous design process descriptions for useful concepts, to map processes as a network of participants and activities and the relationships between them, and describe the causal relationships between the properties of the participants, activities and relationships.EPSR