CI+Model



//According to Benyon and Turner, the CI Model may be summarized as follows, the “flow model shows the process of individuals, their working relationships, and the information and artefacts which support the work process.” The sequence model shows how each task should be done.// (Beyon, Turner, 2005) //The cultural model enables us to see how work may be controlled by organizational values and concerns.// (Beyon, Turner, 2005) //The physical model creates a picture for us to have an outlook on how work is related to the physical environment.// (Beyon, Turner, 2005) //The artefact model enables us to recognize important features of the entity that are created.// (Beyon, Turner, 2005) = = = = = = ==

“A flow model is a representation of how work is broken up across people and how it is coordinated to get the whole job done.” (Benyon, Turner, 2005) There are various areas where a flow model could be created. It enables individuals to locate their “roles” and responsibilities. A flow model is essentially a diagram for individuals to check over what their responsibilities are, and what they should carry out. For instance, the flow chart may be modeled to the perspective of a general manager or from the perspective of an employee. It doesn’t matter what your position you hold because both are nevertheless still regarded as a position that are tied to a specific task that needs to be accomplished. In addition, flow models are designed to illustrate the individuals responsibilities. It enables the individuals to observe the problems that may be encountered while at work. This allows for both employee or management to address the crisis before it actually happens if possible. The flow model shows everyone who is responsible for a specific task or area, so if problems arise, individual will know who they should get in touch with to resolve the problem immediately. In the flow model, Beyer and Holtzblatt address eight critical components: individual, responsibilities, groups, flow, artifacts, communication topic/action, places, and breakdowns.

//Individuals// are the ones who are apart of the process. Beyer and Holtzblatt advise us that we need to consider individuals themselves as oppose to their “generalized roles.” For instance, by giving each individual a labeled name such as “user 1, user 2”, it allows the individuals to be anonymous. (Benyon, Turner, 2005)

//Responsibilities// are tasks that each individual is accountable for executing.

//Groups// consist of a number of individuals. They are responsible for executing the same task. Beyer and Holtzblatt mention that individuals may be categorized as a “group” if per say they hold the same job title that usually requires one person, by grouping everyone who holds that same job title, they could be referred to as a group. For instance, secretaries at an office, there’s usually one person at the front desk, but if we combine all the secretaries around the world, and because they interact with their members in a similar way, and they are usually responsible for similar tasks, they could be categorized as a “group.”

//Flow// is the style of communication each individual and group member is engaged in. Flow is essential to the flow model because everyone needs to be on the same page, and recognize who is responsible for what. Flow could be formal, where individuals are communicating verbally or informal where they’re sending each other invoices. (Benyon, Turner, 2005)

//Artefacts// are considered the formal part of communication. (Benyon, Turner, 2005) Artefacts could range from invoices, memos, and could also be conversations that were carried on with another individual where they’ve made a compromise as to what they should be doing. (Benyon, Turner, 2005).

The //communication topic or action// is what is currently being discussed with each other. The action is what needs to be done.

//Places// are where things happen, i.e. the office, hall way, board room. Anywhere the job is being done.

//Breakdowns// may occur in communication and coordination. (Benyon, Turner, 2005)

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“A sequence model represents work tasks.” (Benyon, Turner, 2005) The sequence model is similar to the flow model where it shows a model for both sides i.e. employee and management. A sequence hence the name displays a model that take the individuals in steps (sequence) so the individuals know exactly what should be completed in what order. Beyer and Holtzblatt mention four critical components that are required in the sequence model: intent, trigger, series of steps, and breakdowns.

The //intent// is the whole purpose of creating a sequence model, the reason why we it was required to be designed.

The //trigger// causes the sequence of action. (Benyon, Turner, 2005) The intent and trigger are correlated. “The intent is the reason why a sequence action is taken; the trigger is the event which sets it off.” (Benyon, Turner, 2005) In each step, something has to trigger the next step before it the next step can occur.

The //steps// to the sequence model are designed to show us what we should do, so that individuals could carry out the procedure. The steps are designed so that individuals are enabling to follow step by step to complete the task. The steps should be precise so it minimizes the problems and also individuals should not carry assistance.

The last component is //breakdowns//, which troubleshoots any problems that the individual comes across during the process.

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“Artefacts are things people use or create in their work.” (Benyon, Turner, 2005) Artefacts are used to examine and identify whether a conclusion can be drawn upon from it. Artefacts range from actually objects such as a specific room to objects such as memos. The artefact model works in design by taking the organization’s structure and analyzing the “artefacts” or setting of it such as work space and analyzing it to determine how it could be improved. Beyer and Holtzblatt point out seven components in the artefact model: information content, structure, informal annotation, presentation of artefact, changes, when artefact was created, and breakdowns.

//Information content// is what we are looking at, the specific artefact.

The //structure of the object// is the way the artefacts are designed. It should be clear and precise who the intended person, it is designed for. For instance, on government forms, there’s part for individuals to fill out and a part that they indicate for office use only. (Benyon, Turner, 2005)

//Informal Annotations// are basically notes. Referring back to the government form, there could be a post-it note posted on it or actually written note on the form. (Benyon, Turner, 2005)

//Presentation// is what the artefact looks like. This takes into account style, colour, image, that gives out clues about what the organization is about. (Benyon, Turner, 2005)

The artefact model also considers changes over time. (Benyon, Turner, 2005) In addition to changes, it looks at when the artefact was developed, what it is used for, and by whom. (Benyon, Turner, 2005) Lastly, the artefact model too looks at breakdowns.

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“The cultural model enables us to see how work may be controlled by organizational values and concerns.” (Benyon, Turner, 2005) The cultural model emphasizes its relationship with customer culture and the system that supports the work. (Benyon, Turner, 2005) Beyer and Holtzblatt discuss four compoenents: influencers, extent, direction, and breakdowns. //Influencers// are people or a big group of people who have an impact on how things are done, generally managers or perhaps other companies who are in competition with the company.

The //extent// is how far the company is influenced by the influencers.

The //direction// of the influence is shown on in the model by using arrows to indicate which way things are being influence.

//Breakdowns// arising from cultural issues. (Benyon, Turner, 2005)

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"The physical model tells us where the work is taken place, showing us the key features of the work place. (Benyon, Turner, 2005) According to Beyer and Holtzblatt, the physical model consist of six components: physical structures, movement, communications and computer technologies and networks, location of key artefacts, layout, and breakdowns.

//Physical structures// are structure of the workplace that could influence how the work is completed. For instance, public versus private rooms.

//Movement// occurs within the workplace, with how the workers go about their daily routines and how the artefacts are moved around.

//Communication and computer technologies and networks// are people who are concerned with the artefacts.

//Location// of key artefacts is where the artefacts are processed.

The //layout// of the workplace is also taken into account. Lastly, breakdowns are looked upon.



Benyon, David, Phil Turner, and Susan Turner. //Designing Interactive Systems//. London: Addison-Wesley, 2005.

Beyer, H. and Holtzblatt, K, (1998) //Contextual Design//. Morgan Kaufmann, San Francisco.