Article

Adding critical sensibilities to domestic communication technologies

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Abstract

This paper presents suggestions for a more pragmatic approach to the design of emerging and future domestic communication technologies, particularly technologies destined for the home that may be deemed 'ubiquitous'. This is achieved through two critical reviews of a small number of social studies related to the design and use of existing and emerging communication technologies. The first review explores how existing, recent and emerging technologies are adopted within the domestic home and explores how social patterns dictate adoption. The second review draws more broadly on research activity related to the design and development of ubiquitous technologies for everyday life and what lessons can be learnt from them. Together, these two reviews suggest novel communication technology adoption will evolve through small imperceptible steps from the edges of existing products and services; therefore design research needs to be more aligned to this approach. To make any real impact and influence, research activity needs to move away from attempts to deliver ubiquity in the home and place more emphasis at the pragmatic, incremental level of emerging communication services and products.

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This chapter discusses challenges for developers while using groupware applications. To understand the problems encountered by groupware applications, it is essential to realize that most interest in groupware development is found among the developers and users of commercial off-the-shelf products who previously focused exclusively on single-user applications. In addition to technical challenges, groupware poses a fundamental problem for product developers: Because individuals interact with a groupware application, it has all the interface design challenges of single-user applications, supplemented by a host of new challenges arising from its direct involvement in group processes. A groupware application never provides precisely the same benefit to every group member. Costs and benefits depend on preferences, prior experience, roles, and assignments. Although a groupware application is expected to provide a collective benefit, some people must adjust more than others. Ideally, each individual benefits, even if they do not benefit equally. Most groupware requires some people to do additional work to enter or process information required or produced by the application.
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Analyzes how successful firms fail when confronted with technological and market changes, prescribing a list of rules for firms to follow as a solution. Precisely because of their adherence to good management principles, innovative, well-managed firms fail at the emergence of disruptive technologies - that is, innovations that disrupt the existing dominant technologies in the market. Unfortunately, it usually does not make sense to invest in disruptive technologies until after they have taken over the market. Thus, instead of exercising what are typically good managerial decisions, at the introduction of technical or market change it is very often the case that managers must make counterintuitive decisions not to listen to customers, to invest in lower-performance products that produce lower margins, and to pursue small markets. From analysis of the disk drive industry, a set of rules is devised - the principles of disruptive innovation - for managers to measure when traditional good management principles should be followed or rejected. According to the principles of disruptive innovation, a manager should plan to fail early, often, and inexpensively, developing disruptive technologies in small organizations operating within a niche market and with a relevant customer base. A case study in the electric-powered vehicles market illustrates how a manager can overcome the challenges of disruptive technologies using these principles of disruptive innovation. The mechanical excavator industry in the mid-twentieth century is also described, as an example in which most companies failed because they were unwilling to forego cable excavator technology for hydraulics machines. While there is no "right answer" or formula to use when reacting to unpredictable technological change, managers will be able to adapt as long as they realize that "good" managerial practices are only situationally appropriate. Though disruptive technologies are inherently high-risk, the more a firm invests in them, the more it learns about the emerging market and the changing needs of consumers, so that incremental advances may lead to industry-changing leaps. (CJC)
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The common rhetoric about technology falls into two extreme categories: uncritical acceptance or blanket rejection. These two positions leave us with poor choices for action. They encourage us to accept as inevitable whatever technological changes come along. Claiming a middle ground, these chapters from the book Information Ecologies (Cambridge, Mass.: MIT Press, 1999) call for responsible, informed engagement with technology in local settings, or information ecologies. An information ecology is a system of people, practices, technologies, and values in a local environment. Like their biological counterparts, information ecologies are diverse, continually evolving, and complex.
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We're filling up the world with technology and devices, but we've lost sight of an important question: What is this stuff for? What value does it add to our lives? So asks author John Thackara in his new book, In the Bubble: Designing for a Complex World. These are tough questions for the pushers of technology to answer. Our economic system is centered on technology, so it would be no small matter if "tech" ceased to be an end-in-itself in our daily lives. Technology is not going to go away, but the time to discuss the end it will serve is before we deploy it, not after. We need to ask what purpose will be served by the broadband communications, smart materials, wearable computing, and connected appliances that we're unleashing upon the world. We need to ask what impact all this stuff will have on our daily lives. Who will look after it, and how? In the Bubble is about a world based less on stuff and more on people. Thackara describes a transformation that is taking place now—not in a remote science fiction future; it's not about, as he puts it, "the schlock of the new" but about radical innovation already emerging in daily life. We are regaining respect for what people can do that technology can't. In the Bubble describes services designed to help people carry out daily activities in new ways. Many of these services involve technology—ranging from body implants to wide-bodied jets. But objects and systems play a supporting role in a people-centered world. The design focus is on services, not things. And new principles—above all, lightness—inform the way these services are designed and used. At the heart of In the Bubble is a belief, informed by a wealth of real-world examples, that ethics and responsibility can inform design decisions without impeding social and technical innovation.